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The  Gantt  Chart 

A  WORKING  TOOL  OF  MANAGEMENT 

By 

WALLACE  CLARK 

Member,  American  Society  of  Mechanical 
Engineers  ;  Taylor  Society 


WITH   APPENDICES 
by 

WALTER  N.   POLAKOV 

and 

FRANK  W.  TRABOLD 


LIBRARY 


NEW  YORK 

THE  RONALD  PRESS  COMPANY 


177417 

¥ 


Copyright,  1922,  by 
The  Ronald  Press  Company 


All  Rights  Reserved 


C^4 


PREFACE 

In  1917,  after  a  careful  inspection  of  certain  fac- 
tories in  which  Mr.  H.  L.  Gantt  had  installed  his 
methods,  General  William  Crozier,  then  Chief  of  Ord- 
nance, retained  Mr.  Gantt  to  act  in  a  consulting  ca- 
pacity on  production,  first  at  the  Frankford  Arsenal, 
and  then,  immediately  after  the  declaration  of  war,  in 
the  Ordnance  Department  at  Washington. 

Large  orders  had  been  placed  with  arsenals  and 
other  manufacturing  plants  for  the  production  of  arms 
and  munitions,  but  it  was  difficult  to  get  a  comprehen- 
sive idea  of  what  progress  was  being  made  in  the  filling 
of  these  orders.  Quantities  had  suddenly  jumped  from 
hundreds  to  millions,  and  it  was  impossible  to  convey 
by  means  of -^^p^w^H^feten  tables  the  significance  of  such 
unusual  quantities  or  the  time  necessary  to  produce 
them.  Charts  of  the  usual  type  were  unsatisfactory 
because  they  did  not  sufficiently  emphasize  the  time  and 
because  of  their  bulk,  since  only  one  item  could  be  put 
on  a  sheet. 

Mr.  Gantt  concentrated  his  attention  on  the  devel- 
opment of  a  method  of  charting  which  would  show 
a  comparison  between  performance  and  promises. 
Several  years  previous  to  this  time,  he  had  used  a  chart 
on  which  the  work  for  machines  was  "laid  out"  accord- 
ing to  the  time  required  to  do  it.  The  Gantt  Progress 
Chart,  as  developed  from  this  early  form,  was  found  to 
help  in  the  making  of  definite  plans  and  to  be  highly 
eflPective  in  getting  those  plans  executed.     The  rate  at 


iv  PREFACE 

which  the  work  goes  forward  is  continuously  compared 
with  the  advance  of  time,  which  induces  action  to  ac- 
celerate or  retard  that  rate.  These  charts  are  not  static 
records  of  the  past — they  deal  with  the  present  and 
future  and  their  only  connection  with  the  past  is  with 
respect  to  its  effect  upon  the  future. 

General  Crozier  quickly  grasped  the  possibilities  of 
this  chart  in  helping  to  fix  responsibility  for  action  or 
lack  of  action  and  had  it  introduced  in  various  branches 
of  the  Ordnance  Department.  During  1918  these 
charts  were  used  in  the  United  States  arsenals,  in  the 
production  of  naval  aircraft,  and  in  other  government 
work,  such  as  that  of  the  Emergency  Fleet,  the  Ship- 
ping Board,  etc. 

After  the  Armistice  Mr.  Gantt  resumed  his  private 
consulting  practice.  With  these  charts,  which  provided 
a  new  method  of  presenting  facts,  he  was  able  to  re- 
verse the  usual  way  of  installing  production  methods 
and  to  build  up  a  system  of  management  which  could  be 
understood  not  only  by  every  individual  connected  with 
the  rnanagenient,  but  by  the  workmen  as  well.  This 
marked  a  new  era  in  the  usefulness  of  the  management 
engineer. 

Mr.  Gantt  never  made  any  attempt  to  patent  or 
copyright  his  charts.  He  not  only  gave  samples  to  any- 
one who  asked  for  them,  but  published  them  in  several 
magazine  articles  and  as  illustrations  to  his  book  on  "Or- 
ganizing for  Work."  He  was  always  glad  to  have  other 
people  make  use  of  his  knowledge. 

Since  Mr.  Gantt's  death,  November  23,  1919,  there 
has  been  an  increasingly  earnest  desire  on  the  part  of 
workmen,  managers,  and  owners  of  industrial  plants  to 


PREFACE  V 

get  at  the  facts  in  regard  to  the  operation  of  their  indus- 
tries, to  measure  the  effectiveness  of  management,  and  to 
secure  fair  play  for  both  workman  and  owner.  Because 
the  Gantt  chart,  wherever  it  has  been  used,  has  been 
of  such  great  value  as  a  means  to  attain  these  ends  and 
because  the  author  believes  that  in  its  development  Mr. 
Gantt  has  rendered  an  undying  service  to  industry,  it  is 
here  presented  in  such  a  way  as  to  make  it  available  for 
more  general  use. 

At  the  beginning  of  the  book  the  principle  of  the 
Gantt  chart  is  stated,  especially  the  feature  which  dis- 
tinguishes it  from  all  other  charts,  namely:  Work 
planned  and  work  done  are  shown  in  the  same  space  in 
their  relation  to  each  other  and  in  their  relation  to  time. 

The  technique  of  drawing  the  charts  is  explained 
fully,  not  with  the  idea  of  confining  the  reader  to  any 
rigid  rules  but  to  give  him  the  result  of  years  of  experi- 
ence in  the  development  of  the  charts  to  their  present 
state,  so  that  it  will  not  be  necessary  for  him  to  go  over 
the  same  ground.  This  technique  has  been  worked  out 
with  the  purpose  in  view  of  making  it  easy  to  draw  the 
chart  and  easy  to  read  it  correctly,  that  is,  to  understand 
readily  the  action  which  should  be  taken. 

The  application  of  the  chart  to  the  various  classes 
of  work  in  the  usual  industrial  plant  is  outlined  and  the 
possibilities  of  a  much  broader  application  are  suggested. 

Collectively  the  charts  show  whether  or  not  equip- 
ment is  being  used  at  any  given  time  and,  if  not,  the 
reasons  for  idleness;  fix  responsibility  for  idleness  and 
are  effective  in  preventing  it ;  show  how  the  work  of  in- 
dividual employees  compares  with  a  standard  of  per- 
formance and  emphasize  the  reasons  for  failure,  thus 


vi  PREFACE 

fixing  the  responsibility  for  the  removal  of  those  ob- 
stacles; enable  the  work  to  be  readily  planned  so  as  to 
make  the  best  possible  use  of  available  equipment  and 
to  get  work  done  when  it  is  wanted.  These  charts  show 
the  load  of  work  planned  for  a  whole  plant  or  an  entire 
industry,  give  a  continuous  comparison  of  performance 
with  schedule,  and  make  it  possible  for  an  executive  to 
foresee  future  happenings  with  considerable  accuracy 
and  to  overcome  obstacles  more  easily. 

In  the  chapter  on  the  American  Merchant  Marine  an 
outline  is  given  of  the  application  of  the  various  types  of 
Gantt  charts  to  the  solution  of  an  exceedingly  compli- 
cated problem  which  arose  during  the  Great  War. 

In  conclusion,  the  effects  of  the  use  of  these  charts 
are  outlined  briefly.  Although  they  are  only  lines 
drawn  on  paper,  where  they  are  used  production  is 
increased,  costs  and  inventories  are  reduced,  special 
privilege  is  eliminated,  initiative  is  stimulated,  an  or- 
ganization is  built  up  of  men  who  "know,"  and  workmen 
become  interested  in  their  work. 

In  the  Appendix  Mr.  Frank  W.  Trabold  has  given 
his  experience  as  to  "How  a  Manager  Uses  Gantt 
Charts"  and  Mr.  Walter  N.  Polakov,  in  "The  Measure- 
ment of  Human  Work,"  has  explained  the  philosophic 
concept  behind  these  charts. 

The  reader  should  not  get  the  idea  that  this  book 
presents  a  complete  method  of  management;  it  merely 
presents  a  part  of  such  a  method,  that  is,  the  part  played 
by  the  Gantt  chart  in  solving  specific  problems,  in  get- 
ting at  the  facts  in  any  situation,  and  in  presenting  those 
facts  so  that  they  will  be  understood  in  their  relation  to 
time. 


PREFACE  vii 

There  is  perhaps  no  limit  to  the  application  of  these 
charts.  They  have  been  successfully  used  in  both  small 
and  large  businesses,  ranging  from  automobile  painting 
shops,  employing  two  or  three  men,  to  nation-wide  in- 
dustries. They  have  been  used  in  storekeeping,  all 
kinds  of  office  work,  foundries,  drop  forge  shops,  textile 
mills,  printing  and  publishing  plants,  machine  shops, 
power  plants,  public  service  corporations,  shipbuilding, 
and  many  other  kinds  of  work. 

The  author  wishes  to  acknowledge  help  in  the  prepa- 
ration of  this  book,  which  has  been  so  generously  given 
by  Messrs.  Walter  N.  Polakov,  Frank  W.  Trabold, 
Fred  J.  Miller,  George  M.  Forrest,  Howard  A.  Lin- 
coln, George  H.  Rowe,  Karl  G.  Karsten,  William  E. 
Camp,  and  by  Leon  P.  Alford,  who  suggested  the  series 
of  articles  on  "The  Gantt  Chart"  for  Management 
Engineering,  from  which  this  book  has  been  developed. 

Above  all,  the  author  wishes  to  acknowledge  his  in- 
debtedness to  Mr.  H.  L.  Gantt.  He  placed  service  to 
others  before  profit  to  himself.  It  was  such  men  as 
Gantt  that  Woodrow  Wilson  had  in  mind  when  he  said : 
"All  that  saves  the  world  is  the  little  handful  of  disin- 
terested men  that  are  in  it." 

Wallace  Clark. 
New  York  City, 
April  10,  1922. 


CONTENTS 


Chapter  Page 

C/I     The  Principle  of  the  Gantt  Chart 3 

An   Aid  to   Management 

The  Advantages  of  the  Gantt  Chart 

The  Principle  of  the  Chart 


L^] 


II     How  TO  Draw  a  Gantt  Chart 

The   Sheet  on  Which  the  Chart  Is  Drawn 

Size 

Paper 

Binding 

Perpendicular    Ruling 

Horizontal  Ruling 

Printing  the   Form 

Drawing  the  Chart 


Entering  the  Schedule 
Entering  Work  Done 


II     The  Application  and  Use  of  the  Gantt  Chart     .       17 

Three  Classes  of  Charts 

The  Broad  Field  for  the  Gantt  Chart 

Use  During  the  War 

Measuring  Efficiency  of  Industry 

IV     The   Machine   Record   Chart 22 

Drawing  the   Machine  Record  Chart 
Using  the  Chart 
Summary  of  Idleness 

V     The   Man   Record   Chart .       35 

Purpose  of  Man  Record  Chart 

Drawing  the  Man   Record  Chart 

Acting  on  the   Chart 

Getting  the   Workman's   Co-operation 

Short-Line   Men 

Long-Line   Men 

The  Superintendent 

VI     The   Layout    Chart 63 

Use  of  Layout  Chart  in  Planning 
In   a  Stenographic  Department 


X  CONTENTS 

Chapter  Page 

In  a  Machine  Shop 
Other    Plants 
In  a  Foundry 

VII     The   Load   Chart 67 

Difference  Between  Layout  Chart  and  Load  Chart 

How  the  Gantt  Load  Chart  Is  Drawn 

A  Foundry  Load  Chart 

A  Load  Chart  for  Machine  Tools 

A  Load  Chart  for  a  Department 

VIII     The  Progress  Chart 81 

Purpose   of   the   Progress   Chart 

The   Value  of  the   Gantt  Progress   Chart 

Saving   Time   for   the   Executive 

Drawing  the  Progress  Chart 

Manufacturing  on  Order 

Continuous   Manufacture 

Comparing  Operations 

Office  Work 

Sales  Quotas 

Storeskeeping 

Budgets   and   Expenses 

A  Public  Service  Plant 

Charts  for  Executives 

IX     Charting  the  American  Merchant  Marine  .     .     ,     110 

The   Shipping  Problem  During  the   War 

First  Methods   of  Keeping  Sliip  Records 

Ship   Movement   Charts 

Harbor   Performance  Charts 

The  Task  of  the  Shipping  Board 

The  Import  Problem 

Ship  Charts  of  Commodities 

Individual   Commodity   Charts 

Summary  of  Imports 

Individual  Trade  Region  Charts 

Summary  of  Trades 

X     Conclusion 137 

Facts  in  Their  Relation  to  Time 
Uses   of   the   Various   Gantt   Charts 
General  Benefits  of  Gantt  Charts 

Appendix — A    How  a  Manager  Uses  Gantt  Charts  .     .     .     143 
By   Frank  W.  Trabold 

B     The   Measurement  of   Human  Work     .     .     15] 
By  Walter  N.   Polakov 


LIST  OF  ILLUSTRATIONS 


Figure  Page 

1 .  Gantt  Chart  Showing  the  Daily  Schedule 6 

2.  Gantt  Chart  Showing  the  Work  Actually  Accomplished.  .  7 

3.  Gantt  Chart  Showing  the  Cumulative  Schedule  and  the 

Cumulative  Work  Done 8 

4.  Binder    for    Charts 10 

5.  Standard  Ruled  Sheets  Used  in  Plotting  Gantt  Charts.  .        12 

6.  Lettering  Pen  Used  for  Making  Gantt  Charts 15 

7.  A   Gantt  Machine   Record   Chart 24,  25 

8.  Machine  Record  Chart  of  Drop  Forge  Hammers .  .        26,  27 

9.  A  Summary  of  Idleness  Chart 30,  31 

10.  A  Gantt  Idleness   Expense   Chart 32,  33 

11.  A  Gantt   Man   Record   Chart 38,  39 

12.  Improvement    in    Conditions    Brought    About    by    Man 

Record  Chart 42,  43 

13.  A  Man   Record   Summary   Chart 46,  47 

14.  Man  Record  Summary  Used  for  Sharing  Profits..        50,  51 

15.  Layout  in  a  Stenographic  Department 54 

16.  A  Gantt  Layout  Chart  for  a  Machine  Shop 58,  59 

17.  How  Work  Ahead  of  Schedule  Is  Shown  by  the  Gantt 

Layout  Chart 60 

18.  How  Work   Behind  Schedule   Is   Shown  by  the   Gantt 

Layout  Chart 61 

19.  A  Gantt  Layout   Chart   for  a   Foundry 62,  63 

20.  A  Gantt  Load  Chart  Used  in  a  Foundry 70,  71 

21.  A  Gantt  Load  Chart  Used  in  a  Machine  Shop 72 

22.  A  Gantt  Load  Chart  for  a  Machine  Shop  Department       74,  75 

23.  Load  Chart  for  a  Drop  Forge  Plant 78,  79 

24.  A  Gantt  Progress  Chart  Used  in  a  Plant  Which  Manu- 

factures on  Order 86 

25.  A  Gantt  Progress  Chart  Used  in  a  Plant  Where  Manu- 

facture  Is   Continuous 88,  89 

26.  Progress  of  Work  Through  Various  Operations.  .  .  .        92,  93 

27.  Progress    Chart    of    Office    Work 96,97 

28.  Progress   Chart  for  Sales   Quotas 100,   101 

29.  Progress    Chart    Showing    Unbalanced    Conditions    of 

Stores 102,  103 

xi 


xii  LIST  OF  ILLUSTRATIONS 

Figure  Page 

30.  Progress  Chart  Used  to  Determine  Shop  Costs.  .  .  .      106^  107 

31.  A  Public  Service  Plant ,  108 

32.  Movements    of    Tanker    "Vesta" 112 

33.  Movements  of  S.S.  "Kronstad" 113 

34.  Ship  Movement  Chart.  . 114,  115 

35.  Chart  of  a  British  Steamer  in  Harbor  of  Baltimore.  ...  116 

36.  Chart  of  a  Danish  Sailing  Ship  in  Harbor  of  Baltimore.  .  117 

37.  Chart  of  a  Steamer  in  New  York  Harbor 118 

38.  Ship  Chart  of  Commodities 122,  123 

39.  Individual    Commodity   Chart 126,  127 

40.  Summary  of  Imports 128,  129 

41.  Individual  Trade  Chart 132,  133 

42.  Summary  of  Trades 134,  135 

43.  Graphic  Brief  of  Development  of  Subject  Matter  in  "The 

Measurement  of  Human  Work" 149 


The  Gantt  Chart 


CHAPTER  I 

THE  PRINCIPLE  OF  THE  GANTT  CHART 

An  Aid  to  Management 

Management  is  concerned  almost  entirely  with  the 
future.  Its  task  is  to  decide  on  policies  and  to  take  ac- 
tion in  accordance  with  those  policies  which  will  bring 
about  a  desired  condition.  Decisions  which  affect  the 
future  must  be  based  on  a  knowledge  o£  what  has  hap- 
pened in  the  past,  and  while  a  record  that  certain  events 
have  taken  place  or  that  a  certain  amount  of  work  has 
been  done  is  of  value  in  making  such  decisions,  it  does 
not  give  us  sufficient  insight  into  the  future.  We  must 
know  when  those  events  took  place  or  the  rate  at  which 
the  work  was  done.  In_Qtherwords,  the  relation  of  facts 
to  time  must  be  made  clear. 

If  manageirn^t  is  to  direct  satisfactorily  the  opera- 
tion of  our  industries  under  conditions  of  ever-increas- 
ing difficulty,  its  decisions  and  its  actions  must  be  based 
not  only  on  carefully  proved  facts  but  also  on  a  full  ap- 
preciation of  the  importance  of  the  momentum  of  those 
facts.  The  Gantt  charts  because  of  its  presentation 
of  facts  in  their  relation  to  time,  is  the  most  notable  |^ 
contribution  to  the  art  of  management  made  in  this 
generation. 

The  Advantages  of  the  Gantt  Chart 

The  use  of  a  Gantt  chart  makes  it  necessary  to  have 
a  plan.    Recording  that  plan  on  a  chart  where  it  can  be 


4  THE  GANTT  CHART 

seen  by  others  has  a  tendency  to  make  it  definite  and 
accurate  and  to  promote  the  assignment  of  clear-cut 
tasks  to  individuals.  The  plan  is  presented  so  clearly  on 
these  charts  that  it  can  be  understood  in  detail  and  as  a 
whole  not  only  by  the  executive  himself  but  also  by  those 
above  him  and  by  his  subordinates. 

The  Gantt  chart  compares  what  is  done  with  what 
was  done^— it  keeps  the^executive  advised  as  to^  the  pro- 
gress made  in  the  execution  of  his  plan,  and_iUhe 
jprogvess  is  not  satisfactory  it  tells  the  reasons  why. 
The  executive's  time  is  thus  saved  because  each  time  a 
figure  is  received  he  does  not  need  to  compare  it  with 
past  records  and  decide  whether  it  is  good  or  bad.  He 
has  determined  once  for  all  what  figures  will  be  satis- 
factory and  has  recorded  them  on  the  chart.  The  com- 
parison of  the  accomplishment  with  the  plan  then 
becomes  merely  a  clerical  task  and  the  executive  is  left 
free  to  study  the  tendencies  and  take  the  action  in- 
dicated by  the  chart. 

The  Gantt  chart  emphasizes  the  reasons  why  per- 
formance falls  short  of  the  plan  and  thus  fixes  the 
responsibility  for  the  success  or  failure  of  a  plan. 
Causes  and  effects  with  their  relation  to  time  are 
brought  out  so  clearly  that  it  becomes  possible  for  the 
executive  to  foresee  future  happenings  with  considera- 
ble accuracy. 

The  Gantt  chart  is,  moreover,  remarkably  compact. 
Information  can  be  concentrated  on  a  single  sheet 
which  would  require  37  different  sheets  if  shown  on  the 
usual  type  of  curve  charts.  There  is  a  continuity  in  the 
Gantt  chart  which  emphasizes  any  break  in  records  or 
any  lack  of  knowledge  as  to  what  has  taken  place. 


THE  PRINCIPLE  OF  THE  GANTT  CHART  5 

The  Gantt  chart  is  easy  to  draw.  No  drafting  ex- 
perience is  necessary,  for  only  straight  lines  are  used. 
The  principle  is  so  simple  that  anyone  with  average 
intelligence  can  be  trained  to  make  these  charts. 

Gantt  charts  are  easy  to  read;  no  lines  cross  each 
other  and  all  records  move  with  time  across  the  sheet 
from  left  to  right.  Charts  drawn  in  pencil  or  black  ink 
convey  an  impression  of  practicability,  simplicity,  econ- 
omy, and  strength  which  it  is  not  possible  to  obtain 
by  the  use  of  colored  inks  or  even  squared  paper.  Since 
no  colors  need  be  used  on  Gantt  charts,  prints  are  as 
intelligible  and  effective  as  originals. 

The  Gantt  chart  visualizes  the  passing  of  time  and 
thereby  helps  to  reduce  idleness  and  waste  of  time. 

The  Gantt  chart  presents  facts  in  their  relation  to 
time  and  is,  therefore,  dynamic.  The  chart  itself  be- 
comes the  moving  force  for  action.^ 

The  Principle  of  the  Chart 

In  the  Gantt^hart  a  division  of  space  represents 
both  an  amount  of  time  and  an  amount  of  work  to  be 
done  in  that  time.  .  Ljnes  drawn  horizontally  through 
that  space  show  the  relation  of  the  amount  of  work 
actually  done  in  that  time  to  the  amount  scheduled. 
This  is  the  feature  which  distinguishes  the  Gantt  chart 
from  all  other  charts.  Equal  divisions  of  space  on  a 
single  horizontal  line  represent  at  the  same  time; 

V    1.  Equal  divisions  of  time. 

2.  Varying  amounts  of  work  scheduled. 

3.  Varying  amounts  of  work  done. 


The  word  "dynamic"  is  used  in  its  popular  sense.     " Kinetic"  would  be  more  exact. 


6 


THE  GANTT  CHART 


Thus  it  shows  the  relation  of  time  spent  to  work 
done.  Furthermore,  since  knowledge  of  what  has  hap- 
pened and  when  it  happened  causes  action,  the  past 
projects  itself  into  the  future  and  records  charted  in  this 
way  become  dynamic.  A  single  example  may  make 
this  method  clear. 

A  week's  work  is  planned  as  follows: 

Monday 100 

Tuesday 125 

Wednesday 150 

Thursday 150 

Friday 150 

A  sheet  is  ruled  with  equal  spaces  representing  days 
(Figure  1)  and  the  amount  of  work  planned  is  shown 
by  figures  on  the  left  side  of  the  day's  space.  So  far  the 
chart  shows  the  schedule  and  its  relation  to  time. 


MON. 

TUES. 

WED. 

THURS. 

FRI. 

I0( 

r 

/2 

3 

/5( 

^ 

?5 

0 

15 

-> 

_ 

_ 

_ 

_ 

_ 

_ 

_ 

_ 

_ 

_ 

_ 

_ 

Figure  1.  'Gantt  Chart  Showing  the  Daily  Schedule 


The  work  actually  done  through  the  week  was: 

Monday 75 

Tuesday 100 

Wednesday 150 

Thursday 180 

Friday 75 

This  is  charted  as  shown  in  Figure  2. 

Lines  are  drawn  through  the  daily  spaces  to  show  a 
comparison  between  the  schedule  and  the  actual  ac- 


THE  PRINCIPLE  OF  THE  GANTT  CHART    7 

complishment.  On  Monday  the  space  represents  100; 
only  75  were  done,  so  a  light  line  is  drawn  through  75 
per  cent  of  the  space.  On  Tuesday  125  were  planned; 
100  were  done;  a  line  is  therefore  drawn  through  80 


ll 

MON. 

TUES. 

WED. 

THURS. 

FRI.                       II 

fO 

^ 

W 

/5< 

y 

^ 

rso 

_ 

J 

1 

Figure  2.     Gantt  Chart  Showing  the  Work 
Actually   Accomplished 


per  cent  of  the  space.  On  Wednesday  150  were  to  be 
done  and  150  were  done,  so  the  line  is  drawn  through 
the  entire  space.  On  Thursday  150  were  scheduled  and 
180  were  done,  i.e.,  120  per  cent  of  the  schedule;  a  line 
is  therefore  drawn  all  the  way  across  the  space  to  re- 
present 100  per  cent  and  an  additional  line  through  20 
per  cent  of  the  space.  On  Friday  150  were  planned, 
but  only  75  were  done;  a  line  is  accordingly  drawn 
through  50  per  cent  of  the  space.  The  chart  now  gives 
a  comparison  day  by  day  of  the  amount  of  work  done 
and  the  amount  scheduled  and  the  relation  of  both 
schedule  and  accomplishment  to  time. 

It  is,  however,  desirable  to  know  how  the  whole 
week's  work  compares  with  the  schedule  and  so  the 
figures  representing  the  cumulative  schedule  are  entered 
on  the  right  of  the  daily  space  (Figure  3).  At  the 
end  of  the  day  on  Friday,  for  instance,  the  total  amount 
to  be  done  up  to  that  time  was  675.  A  heavy  line  is 
therefore  drawn  to  show  a  comparison  between  the 
cumulative  work  done  and  the  cumulative  schedule.    On 


8  THE  GANTT  CHART 

Monday  the  heavy  hne  is  the  same  length  as  the  Hght 
line.  Of  the  100  done  on  Tuesday,  25  have  to  go  to 
make  up  the  shortage  for  Monday.  The  remaining  75 
are  applied  on  Tuesday's  schedule  and  the  heavy  line 


Figure    3.      Gantt    Chart    Showing   the    Cumulative 
Schedule   and   the   Cumulative   Work   Done 

IS  drawn  through  60  per  cent  of  the  Tuesday  space.  Of 
the  150  done  on  Wednesday,  50  are  needed  to  meet  the 
schedule  to  Tuesday  night  and  the  remaining  100  are 
applied  on  Wednesday's  schedule  of  150,  the  line  being 
drawn  through  66  per  cent  of  the  space.  Of  the  180 
done  on  Thursday,  50  are  used  to  meet  the  schedule  to 
Wednesday  night  and  the  line  representing  the  remain- 
ing 130  is  drawn  through  87  per  cent  of  the  day's  space. 
Of  the  75  done  on  Friday,  20  go  to  meet  the  schedule 
to  Thursday  night,  leaving  55  to  be  applied  to  Friday. 
The  cumulative  line,  therefore,  shows  us  that  on  Friday 
night  the  work  is  two-thirds  of  a  day  behind  the 
schedule. 

This  chart  (Figure  3)  shows  the  relation  of  the 
schedule  to  time,  the  work  done  each  day  in  relation 
both  to  time  and  the  schedule,  and  finally  the  cumulative 
work  done  and  its  relation  to  time  and  the  schedule. 


CHAPTER  II 
HOW  TO  DRAW  A  GANTT  CHART 

The  Sheet  on  which  the  Chart  is  Drawn 

Size 

Gantt  charts  can,  of  course,  be  drawn  on  paper  of 
any  size  or  shape.  It  has  been  found,  however,  that  the 
most  satisfactory  size  is  11  x  17,  because  when  records 
are  charted  by  months  there  is  ample  space  for  a  com- 
plete year,  and  when  they  are  charted  by  days,  two 
weeks  can  be  shown  on  one  sheet.  A  sheet  11  x  17  is 
also  a  standard  size  for  binders,  and  when  folded  once 
to  8%  X  11  it  can  be  placed  in  a  standard  letter  file. 

Paper 

If  no  copies  of  charts  are  needed  or  they  are  to  be 
photostated,  it  is  possible  to  use  any  kind  or  weight  of 
paper,  although  bond  paper  16  pounds  in  weight  is 
possibly  most  satisfactory.  When  charts  are  to  be  kept 
a  number  of  years,  28-pound  bond  or  ledger  paper  may 
be  used. 

If  blueprints  of  charts  are  desired,  bond  paper  with- 
out any  water-mark  should  be  used,  because  on  a 
blueprint  a  water-mark  will  sometimes  shov/  up  as 
prominently  as  the  lines  drawn  on  the  chart.  The 
weight  of  the  paper  determines  the  time  necessary  to 
make  the  blueprint,  i.e.,  the  heavier  the  paper  the  longer 
it  takes  for  the  light  to  penetrate  it.     When  paper  is 

9 


10  THE  GANTT  CHART 

very  light  in  weight,  it  crinkles  and  soils  easily.  The  best 
results  are,  therefore,  obtained  by  using  a  medium 
weight — say,  12  or  13  pounds. 

Binding 

It  has  been  found  more  satisfactory  to  bind  these 
sheets  on  the  right  rather  than  the  left,  for  two  reasons : 

1.  Records  charted  naturally  move  with  time  from 
left  to  right.  This  puts  the  index  at  the  outer  edge  of  the 
binder  and  makes  it  easy  to  find  a  specific  item  in  a  book 
of  charts. 

2.  When  the  time  shown  on  one  sheet  has  passed,  a 
sheet  without  indices  is  placed  on  top  of  it.  In  this  way 
the  weeks  or  months  are  built  up  on  top  of  each  other 
with  only  one  index.     (See  Figure  4.) 


Figure  4.     Binder  for  Charts 


Perpendicular  Ruling 

First  lay  off  from  the  right  side  of  the  sheet  a  bind- 
ing edge  of  not  less  than  2  inches. 

From  the  left  side  of  the  sheet  lay  off  a  space  in 


HOW  TO  DRAW  A  GANTT  CHART      11 

which  to  write  the  necessary  description  of  the  work  to 
be  charted.  This  space  may  vary  in  width,  but  it  has 
been  found  that  one  column  2  inches  wide  and  another 
^  inch  wide  will  serve  most  purposes.  In  some  cases, 
still  another  column  ^  inch  wide  has  been  added. 

The  space  remaining  between  the  binding  edge  and 
the  indexing  space  is  divided  into  columns  representing 
units  of  time,  i.e.,  hours,  days,  weeks,  months,  years,  etc. 
If  the  hours  of  the  day  are  to  be  shown,  the  space  is 
divided  into  two  parts,  each  representing  a  week.  Each 
half  is  then  divided  into  the  days  of  the  week  and  each 
day  into  the  working  hours  of  the  day.  (See 
Figure  5a.) 

If  days  and  weeks  are  to  be  shown,  divide  this  space 
into  ten  equal  parts  for  weeks  and  subdivide  those 
spaces  into  five,  six,  or  seven  narrow  columns,  according 
to  the  number  of  days  per  week  during  which  work  is  to 
be  done.     (See  Figure  5b.) 

If  months  are  to  be  shown,  divide  the  space  into 
twelve  columns  for  months  and  subdivide  each  month 
into  five  columns,  each  representing  20  per  cent  of  the 
month's  total.  ( See  Figure  5c. )  Separate  days,  weeks, 
and  months  by  heavy  lines  or  by  double  or  triple  lines. 

Use  black  ink  for  ruling  chart  forms,  since  gray  or 
colored  inks  are  not  so  readily  blueprinted  or  photo- 
graphed. 

Horizontal  Ruling 

From  the  top  of  the  sheet  lay  off  a  space  2/3  inch 
high  in  which  to  write  a  description  of  the  information 
contained  on  the  sheet.  Under  that  lay  off  another  space 
2/3  inch  high  in  which  to  print  or  write  the  units  of  time 


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12 


HOW  TO  DRAW  A  GANTT  CHART      13 

and  dates.  Above  and  below  this  space  use  double  or 
heavy  lines.     (See  Figure  5a.) 

Through  the  remaining  space  rule  horizontal  lines 
three  to  the  inch,  which  is  double  typewriter  spacing  for 
standard  Pica  type.  This  spacing  is  also  considered  the 
best  for  written  records.  See  that  the  first  line  on  which 
records  are  to  be  entered  is  typewriter  spacing  (multi- 
ple of  1/3  inch)  from  the  top  edge  of  the  sheet.  It 
will  then  be  possible  to  insert  the  sheet  in  the  typewriter 
and  turn  the  cylinder  until  the  writing  point  is  brought 
to  any  desired  line  without  adjustment  by  means  of  the 
variable  line  spacer. 

Where  charts  are  not  to  be  typed  and  it  is  desirable 
to  get  as  much  information  on  a  sheet  as  possible,  the 
horizontal  lines  can  be  ruled  four  to  the  inch. 

Printing  the  Form 

These  forms  may  be  either  printed  or  machine-ruled, 
the  quantity  required  determining  which  method  is  the 
more  economical. 

If  any  type  is  used  on  the  form,  such  as  the  days 
of  the  week  or  the  form  name,  Gothic  type  should  be 
used.  Since  all  the  lines  in  the  letters  of  that  style  of 
type  are  of  equal  weight,  the  type  matter  will  be  read- 
able when  blueprinted  or  photostated. 

Drawing  the  Chart 

Entering  the  Schedule' 

At  the  top  of  the  sheet  enter  a  description  of  the 
information  to  be  charted  on  the  sheet,  placing  at  the 

*  Entering  the  schedule,  and  other  information  expressed  in  words  or  figures,  can  be 
done  more  economically  on  a  typewriter  than  by  hand.  The  charts  used  as  illustrations  in 
this  book  are  lettered  by  hand  in  order  to  make  the  cuts  clearer. 


14  THE  GANTT  CHART 

extreme  left  the  one  or  two  words  which  distinguish  this 
sheet  from  others  in  the  same  binder. 

At  the  heads  of  the  columns  representing  units  of 
time  enter  the  dates. 

In  the  columns  on  the  left  side  of  the  sheet  write  a 
description  of  the  work  to  be  charted  on  the  various 
lines. 

The  date  or  hour  when  work  is  to  be  begun  is  indi- 
cated by  a  right  angle  opening  to  the  right  thus : 

r 

The  date  on  which  work  is  to  be  completed  is 
indicated  by  an  angle  opening  to  the  left,  thus : 


The  amount  of  work  scheduled  for  any  period  of 
time  is  indicated  by  a  figure  placed  at  the  left  side  of  a 
space,  thus: 

I"    I 

The  amount  of  work  to  be  done  up  to  any  specified 
time  is  indicated  by  a  figure  placed  at  the  right  side  of 
a  space,  thus: 

I  4(7 

If  these  entries  are  made  by  hand,  use  India  ink  so 
that  good  blueprints  can  be  made.  If  they  are  type- 
written, use  a  heavily  inked  black  record  ribbon  and 
place  a  sheet  of  carbon  face  up  against  the  back  of  the 
paper.  The  resulting  blueprints  will  show  clear  white 
typing. 


HOW  TO  DRAW  A  GANTT  CHART      15 

Entering  Work  Done 

Light  lines  represent  work  done  during  any  given 
period  of  time. 

I I 


The  length  of  the  line  bears  the  same  relation  to 
the  width  of  the  space  as  the  amount  of  work  done  bears 
to  the  amount  scheduled. 

Heavy  lines  represent  the  cumulative  amount  of 
work  done  and  show  its  relation  to  the  amount  scheduled 
to  be  done  up  to  any  given  date. 


When  charts  are  drawn  in  shops,  where  they  are  for 
immediate  use  and  do  not  need  to  be  kept  for  reference, 
they  are  drawn  up  in  lead  pencil. 

If  charts  are  to  be  kept  for  future  reference  or  are 
to  be  reproduced,  India  ink  is  used.  Light  lines  can  be 
drawn  with  a  sharp  pen  point  or  a  drawing  pen;  heavy 
lines  are  most  easily  drawn  with  lettering  pens 
(Figure  6). 


D 


Figure  6.    Lettering  Pen  Used  for  Making  Gantt 
Charts 

Size  O,  which  is  1/16  inch  wide,  is  the  best  for  indi- 
vidual cumulative  lines,  while  size  1,  which  is  %  inch 
wide,  is  used  for  group  totals. 

No  colors  need  be  used  on  Gantt  charts  because  lines 
representing  different  things  never  cross  each  other  and 


16  THE  GANTT  CHART 

can  be  clearly  described  in  words  in  the  left  margin. 
Whatever  emphasis  is  desirable,  as  in  the  case  of  lines 
representing  totals,  can  be  secured  by  varying  weights 
of  lines.  The  use  of  black  ink  has  the  same  advantage 
mentioned  in  connection  with  lines  printed  in  black,  in 
that  blueprints  or  photostat  copies  are  as  legible  as  the 
original  charts. 


CHAPTER  III 

THE  APPLICATION  AND  USE  OF 
THE  GANTT  CHART 

Three  Classes  of  Charts 

The  principle  of  the  Gantt  chart  can  be  applied 
to  any  human  activity,  but  up  to  the  present  time  it 
has  been  applied  most  extensively  to  industrial  produc- 
tion. Even  in  that  field  there  are  great  possibilities  for 
its  further  application,  but  the  Gantt  charts  used  up  to 
date  fall  into  three  general  classes: 

1.  Man  and  Machine  Record  Charts. 

2.  Layout  and  Load  Charts. 

3.  Progress  Charts. 

In  the  Man  and  Machine  Record  Charts,  Gantt 
provides  a  mechanism  to  show  the  relation  between  what 
is  done  and  what  could  be  done  by  a  man  or  a  machine. 
The  gap  between  actual  and  possible  accomplishment  is 
idleness,  that  is,  the  neglect  to  make  any  use  of  time  or 
a  proper  use  of  it. 

The  Machine  Record  Chart  shows  when  a  machine 
is  not  made  use  of  and  the  reason  why.  The  Man 
Record  Chart  shows  whether  or  not  a  man  makes  a 
proper  use  of  his  working  hours,  and  if  not,  it  indicates 
the  reason  why. 

The  reasons  for  idleness,  which  are  emphasized  by 
the  Man  and  Machine  Record  Charts,  indicate  that 
steps  must  be  taken  some  time  in  advance  in  order  to 

a  17 


18  THE  GANTT  CHART 

avoid  idleness.  The  Layout  Chart  is  Gantt's  mechan- 
ism to  plan  work  so  as  to  avoid  idleness  of  men  and 
equipment  and  to  get  work  done  in  the  order  of  its 
importance.  The  Load  Chart  shows  the  amount  of 
work,  in  hours  or  days,  ahead  of  a  plant  or  any  part  of 
a  plant. 

The  executing  of  a  plan  is  of  equal  importance  with 
the  making  of  that  plan.  The  Progress  Chart  is  Gantt's 
mechanism  to  get  work  done  by  showing  a  comparison 
of  the  accomplishment  with  the  plan  and  the  reasons  for 
failure  to  live  up  to  that  plan. 

The  Gantt  chart  simplifies  a  complex  situation  or 
problem  and  points  to  the  action  which  should  be  taken. 

The  Broad  Field  for  the  Gantt  Chart 

The  value  and  adaptability  of  these  charts  is 
recognized  by  all  progressive  engineers.  In  an  article 
on  "Routing  Considered  as  a  Function  of  Up-To-Date 
Management,"  H.  K.  Hathaway,  industrial  engineer, 
says: 

For  continuous  flow  production  such  as  this  I  know  of 
nothing  better  for  recording  output  and  comparing  per- 
formance with  capacity  or  what  ought  to  be  produced,  than 
the  straight  line  charts  developed  by  Mr.  H.  L.  Gantt,  which 
show  required  and  actual  production  in  terms  of  both  quan- 
tity and  time.  Their  use,  however,  is  not  limited  to  the  class 
of  work  just  described. 

In  his  book,  "Organizing  for  Work,"  Gantt  quoted 
a  letter  which  shows  the  broad  applicability  of  his  chart. 
This  letter  was  dated  December,  1917,  and  written  by 
Dean  Herman  Schneider  of  the  University  of  Cincin- 
nati to  General  C.  B.  Wheeler,  then  Chief  of  Ordnance 


APPLICATION  AND  USE  19 

Referring  to  the  Gantt  charts  in  use  in  the  Ordnance 
Department,  he  said: 

Each  production  section  has  production  and  progress 
chart  systems.  .  .  .  The  charts  give  a  picture  of  the  progress 
of  the  whole  Ordnance  program  including  lags  and  the  causes 
therefor.  Combined  in  one  office  and  kept  up  to  date,  they 
would  show  the  requirements  as  to  workers,  .  .  .  materials, 
transportation,  accessory  machinery  and  all  the  factors  which 
make  or  break  the  program. 

.  .  .  Finally,  these  charts  assembled  in  one  clearing 
office  would  give  the  data  necessary  in  order  to  make  the 
whole  program  of  war  production  move  with  fair  uniformity, 
without  disastrous  competition  and  with  justice  to  the 
workers. 

Use  During  the  War 

About  six  months  before  Dean  Schneider's  letter, 
Colonel  (later  General)  John  T.  Thompson,  then  in 
charge  of  the  Small  Arms  Division,  had  adopted  these 
charts  with  enthusiasm.  At  the  end  of  the  war  he 
received  the  Distinguished  Service  Medal  "for  ex- 
ceptionally meritorious  and  conspicuous  service  as  Chief 
of  Small  Arms  Division  of  the  office  of  Chief  of 
Ordnance,  in  which  capacity  he  was  charged  with  the 
design  and  production  of  all  small  arms  and  ammuni- 
tion thereby  supplied  to  the  U.  S.  Army,  which  results 
he  achieved  with  such  signal  success  that  serviceable 
rifles  and  ample  ammunition  therefor  were  at  all  times 
available  for  all  troops  ready  to  receive  and  use 
them." 

When  this  medal  was  awarded  to  General  Thomp- 
son, he  sent  a  copy  to  Mr.  Gantt  with  the  following 
generous  word  of  appreciation : 


20  THE  GANTT  CHART 

A  large  share  in  this  reward  for  the  accomplishment  of  a 
great  war  task  is  due  to  H.  L.  Gantt  and  his  assistants. 
The  Gantt  general  control  production  chart  was  my  compass. 

In  the  leading  editorial  in  Industrial  Management 
for  February,  1918,  entitled -Master  Control  of  Ameri- 
can Industries  for  War — Man  or  Method?" -*L.  P. 
Alford  saidi^- 

How  are  we  to  obtain  master  control  of  the  efforts  of 
these  millions  of  people  who  are  engaged,  or  to  be  engaged, 
in  manufacturing,  of  the  production  equipment  that  they 
operate,  of  the  business  organizations  of  the  country? — in 
short,  how  are  we  to  control  the  industry  of  the  United 
States?  This  question  is  the  most  critical  one  facing  the 
American  people  today.  Tied  up  in  it  are  all  the  problems 
of  transportation,  mining,  shipbuilding,  war  industries,  and 
the  production  of  everything  needed  to  care  for  our  civilian 
population  during  the  war.   .   .  . 

The  solution  of  this  problem  involves  the  complete  organ- 
izing of  American  industry,  both  that  part  engaged  in  pro- 
ducing war  materials  and  supplies  and  the  other  part  turning 
out  articles  for  civilian  consumption.  Once  organized,  all  of 
this  industry  must  be  coordinated,  so  that  its  efforts  will 
be  directed  to  the  production  of  those  things  needed  by  the 
Government  in  the  quantities  demanded  by  the  needs  of  war 
— and  no  more — and  beyond  that  for  such  civilian  needs  as 
are  most  pressing,  for  not  all  of  the  latter  can  be  satisfied. 
This  demands  a  form  of  control  far  different  from  anything 
that  has  been  looked  forward  to  in  this  country.  It  is  more 
proper  to  ask  for  the  way  in  which  this  form  of  master  con- 
trol might  be  set  up.  Fortunately,  a  suggestion  is  at  hand 
based  upon  work  already  done.   ... 

Plot  all  of  the  Government  requirements  of  materials  of 
every  hind  on  Gantt  charts,  together  with  the  receipts  of  all 
this  material.  That  is,  bring  under  graphic  analysis  all  of 
the  facts  in  regard  to  the  production  of  Government  material 
necessary  to  give  managerial  control. 


APPLICATION  AND  USE  21 

Measuring  Efficiency  of  Industry 

Another  engineer,  *Walter  N.  Polakovrin  a  paper 
on  "Principles  of  Industrial  Philosophy,"  presented  at 
the  annual  meeting  of  the  American  Society  of  Mechani- 
cal Engineers,  December,  1920,  said: 

"^The  achievement  of  Gantt  offers  a  means  of  measuring 
the  human  or  social  efficiency  of  industry.—  .  .  .  Gantt's 
method  has  made  it  possible  to  ascertain  the  cause  of  the 
diseased  industry  just  as  blood  analysis  established  the 
cause  of  malaria.  While  the  latter  made  the  completion  of 
the  Panama  Canal  possible,  the  former  will  transform  in- 
dustry from  servitude  into  creative  service  and  its  pensioners 
into  respectable  members  of  the  community.   .  .  . 

Unlike  statistical  diagrams,  curve  records,  and  similar 
static  forms  of  presenting  facts  of  the  past  (Gantt)  charts 
....  are  kinetic,  moving,  and  project  through  time  the 
integral  elements  of  service  rendered  in  the  past  toward  the 
goal  in  the  future. 


CHAPTER  IV 
THE  MACHINE  RECORD  CHART 

Drawing  the  Machine  Record  Chart 

The  purpose  of  the  Machine  Record  Chart  is  to 
show  whether  or  not  machines  or  equipment  are  being 
used  and,  if  not,  the  reasons  for  idleness. 

In  a  manufacturing  plant  the  foreman  uses  a  sheet 
ruled  to  represent  the  working  hours  of  his  shop  or 
department.  If  he  works  an  8-hour  day,  he  has  each 
wide  column  which  represents  a  day  ruled  off  into  four 
narrower  columns,  each  representing  2  hours.  If  he 
works  a  9-hour  day,  he  rules  the  day  off  into  four  wide 
spaces  of  2  hours  each  and  one  narrower  space  for  1 
hour  (Figures  7  and  8). 

On  the  left  side  of  this  sheet  the  foreman  or  his 
assistant  lists  all  the  machines,  benches,  or  work  spaces 
in  his  department,  arranging  them  in  groups  according 
to  responsibility,  if  there  are  any  subforemen.  If  there 
are  no  subforemen,  the  foreman  arranges  them  by  kinds 
of  machines.  At  the  top  of  each  group  he  leaves  a  space 
for  the  total  of  that  group  and  at  the  top  of  the  sheet 
a  line  for  the  total  of  the  department  (Figure  7) . 

Opposite  each  machine  number  the  foreman  indi- 
cates whether  or  not  the  machine  has  been  running  by 
drawing  a  light  line  across  the  space  to  indicate  how 
many  hours  the  machines  ran.  The  ratio  of  the  line  to 
the  space  is  the  same  as  the  ratio  of  the  hours  the  ma- 
chine ran  to  the  working  hours  of  the  plant.    A  blank 

22 


THE  MACHINE  RECORD  CHART  23 

space  indicates  that  the  machine  did  not  run,  and  in  that 
space  a  letter  or  symbol  is  placed  to  indicate  the  reason 
why.  The  letter  indicating  the  reason  is  placed  at  the 
beginning  of  the  space  representing  the  idleness,  so  that 
it  would  be  bisected  by  the  light  line  if  the  line  were 
continued,  thus: 


The  fewer  the  symbols  used,  the  easier  it  is  to  get  men 
to  understand  them  and  use  the  chart. 

Under  the  light  line  a  heavy  line  is  drawn  to  indicate 
the  cumulative  running  time  of  the  machine  for  the  whole 
week.  The  length  of  this  heavy  line  is  always  equal  to 
the  sum  of  the  light  lines  for  the  various  days.  The  heavy 
line  rests  on  the  printed  line  and  the  light  line  is  drawn 
about  1/10  inch  above  the  top  of  the  heavy  line. 

The  running  time  of  the  individual  machines  in  a 
group  is  averaged  and  the  light  and  heavy  lines  entered 
for  the  group  total.  In  the  same  way  the  groups  are 
averaged  to  get  the  total  running  time  of  the  shop,  and 
the  lines  are  drawn  at  the  top  of  the  sheet  (Figure  7). 

Keys  should  be  attached  to  charts  the  first  two  or 
three  times  they  are  given  to  anyone.  When  the  charts 
are  thoroughly  understood,  the  keys  may  be  discon- 
tinued or  kept  for  reference  in  the  binder  in  which  the 
charts  are  placed. 

It  is  better  not  to  send  charts  regularly  to  men  who 
have  not  the  authority  to  act  on  them.  They  may  get 
the  impression  that  the  charts  are  merely  cleverly  drawn 
records  rather  than  facts  so  presented  as  to  indicate  the 
action  which  should  be  taken. 


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28  THE  GANTT  CHART 

Using  the  Chart 

In  the  Machine  Record  Chart  the  foreman  has  a 
graphic  record  of  the  running  of  his  machines  which  ena- 
bles him  to  visuahze  his  problem  and  to  grasp  the  facts 
and  the  tendencies  much  more  firmly  than  he  could  from 
any  written  record  or  from  watching  the  machines. 
Moreover,  the  chart  emphasizes  above  everything  else 
the  reasons  for  the  idleness  of  machines,  and  those 
reasons  indicate  very  clearly  who  is  responsible  for  the 
idleness. 

Since  it  is  the  foreman's  aim  to  get  work  done,  he 
studies  the  facts  shown  and  translates  the  chart  into 
action.  He  eliminates  as  much  as  possible  of  the  idle- 
ness over  which  he  or  his  subordinates  have  control.  If 
machines  have  been  "waiting  for  set-up,"  he  plans  the 
work  of  his  set-up  men  more  carefully,  and,  if  necessary, 
trains  an  additional  set-up  man.  If  machines  are  idle 
for  "repairs,"  he  does  all  he  can  to  push  the  completion 
of  the  repairs.  If  the  trouble  is  "lack  of  material,"  he 
asks  the  storekeeper  for  help. 

A  considerable  part  of  the  idleness  of  machines  ap- 
pears to  be  due  to  causes  over  which  the  foreman  has  no 
control,  so  he  takes  the  matter  up  with  his  immediate 
superior,  who  may  possibly  be  the  superintendent.  He 
shows  the  charts  to  him  and  asks  for  his  assistance  in 
avoiding  further  idleness. 

If  machines  are  down  for  *lack  of  help,"  the  superin- 
tendent discusses  the  matter  with  the  employment 
department  and  finds  out  what  prevents  the  securing  of 
the  kind  of  workmen  needed. 

If  idleness  is  due  to  "lack  of  tools,"  the  superin- 
tendent takes  the  matter  up  with  the  foreman  of  the  tool- 


THE  MACHINE  RECORD  CHART  29 

room;  if  due  to  "lack  of  power,"  he  finds  out  whether  or 
not  it  would  be  wise  to  provide  for  auxiliary  power 
service. 

If  the  trouble  is  "lack  of  orders,"  the  superintendent 
takes  it  up  with  the  sales  department  to  see  that  he  is 
manufacturing  what  can  be  sold  or  that  the  salesmen 
are  provided  with  information  in  regard  to  the  product 
which  will  enable  them  to  sell  it. 

Summary  of  Idleness 

In  order  to  get  a  better  idea  of  the  progress  made 
in  the  running  of  his  machines,  the  foreman  prepares  a 
Summary  of  Idleness  Chart  on  which  he  enters  each 
week  the  one  line  which  summarizes  his  whole  depart- 
ment and  he  shows  the  hours  of  idleness  due  to  the  vari- 
ous reasons  (Figure  9) .  When  machine  rates  have  been 
developed  to  show  the  actual  cost  of  idleness,  he  uses 
dollars  and  cents  on  the  chart  instead  of  hours. 

The  foreman  in  whose  office  these  charts  are  kept 
not  only  advances  his  own  interests  by  keeping  them, 
since  they  enable  him  to  become  a  more  important  and 
capable  man  in  the  eyes  of  the  management  and  his 
workmen,  but  by  the  same  means  he  calls  to  the  attention 
of  other  individuals  their  responsibilities  in  regard  to 
keeping  the  shop  busy. 

The  Machine  Record  Charts  are  of  great  value  to  the 
superintendent  because  they  bring  to  his  attention  the 
problems  on  which  his  help  is  most  needed.  He  does  not 
have  to  go  around  the  shop  asking  his  foremen  what  is 
wrong  and  frequently  finding  out  only  when  it  is  too 
late.  The  obst-acles  which  prevent  his  foremen  from 
keeping  their  machines  running  are  brought  to  his  atten- 


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34  THE  GANTT  CHART 

tion  regularly  and  in  detail.  In  order  to  get  a  compre- 
hensive grasp  of  conditions,  he  has  the  records  of  all  his 
departments  summarized  on  an  Idleness  Expense  Chart 
(Figure  10),  showing  the  cost  of  idleness  of  his  entire 
plant. 

Because  of  his  greater  experience  and  broader  au- 
thority the  superintendent  can  be  of  most  service  in 
advancing  production  by  helping  the  foremen  overcome 
the  obstacles  with  which  they  are  daily  confronted  and 
which  they  report  to  him  on  the  Machine  Record  Chart. 


CHAPTER  V 

THE  MAN  RECORD  CHART 

Purpose  of  Man  Record  Chart 

The  purpose  of  the  Man  Record  Chart  is  to  show 
whether  or  not  a  man  does  a  day's  work  and,  if  not, 
the  reason  why. 

The  fact,  however,  that  a  man  took  a  certain  time  to 
do  a  piece  of  work  is  of  but  Httle  interest  until  it  is  com- 
pared with  the  time  in  which  the  work  could  have  been 
done.  The  foreman  readily  sees  the  advantage  of 
making  an  estimate  of  the  time  it  should  take  before  the 
work  is  actually  begun.  If  the  foreman  has  accurate 
information,  he  makes  use  of  it,  but  if  not,  he  makes  as 
close  an  estimate  as  possible  based  on  his  past  experi- 
ence, his  estimate  approximating  the  amount  of  work 
which  any  gpod  man  should  do  on  a  good  machine. 

As  time  goes  on,  the  foreman  compares  the  estimated 
time  with  the  time  actually  taken  and  his  estimates  be- 
come more  accurate.  When  he  has  made  use  of  all  the 
knowledge  he  has  as  to  the  best  and  quickest  way  to 
perform  each  job,  he  asks  the  superintendent  for  expert 
assistance  in  developing  still  better  methods. 

Drawing  the  Man  Record  Chart 

In  keeping  a  Man  Record  Chart  the  foreman  uses  a 
sheet  which  is  ruled  according  to  the  working  hours  of 
his  shop  and  is  similar  to  the  one  used  for  the  Machine 
Record  Chart  shown  in  Figure  7  of  the  preceding  chap- 

35 


36  THE  GANTT  CHART 

ter.  On  the  left  side  of  this  sheet  he  hsts  the  men  in 
his  control  arranged  in  groups  under  his  subforemen, 
if  he  has  any.  At  the  top  of  the  sheet  he  leaves  a  line 
for  the  total  of  the  department. 

On  the  chart  the  foreman  indicates  by  a  line  drawn 
through  the  daily  space  how  the  work  done  by  each 
man  compares  with  his  estimates.  The  space  repre- 
sents the  amount  of  work  the  foreman  believes  should 
be  done;  the  light  line  indicates  what  was  done.  For 
instance,  an  operator  has  done  150  pieces  of  work  in  a 
day,  whereas  the  foreman  believes  a  good  man  should 
do  200.  He  therefore  divides  150  by  200,  which  gives 
him  75  per  cent,  and  draws  a  light  line  through  75  per 
cent  of  the  space  for  that  day,  thus: 


Expressing  this  in  a  different  way,  the  space  represents 
the  time  actually  taken  to  do  a  certain  amount  of  work, 
while  the  light  line  shows  how  much  time  it  could  rea- 
sonably be  expected  to  take.  For  instance,  a  workman 
has  taken  8  hours  to  do  work  which  the  foreman  had 
expected  him  to  do  in  4  hours.  The  width  of  the  column 
for  the  day  represents  8  hours.  He  therefore  draws  a 
light  line  through  an  amount  of  space  equal  to  4  hours. 
Another  workman  has  done  in  8  hours  what  the  fore- 
man expected  would  require  12  hours  of  a  good  man's 
time.    He  therefore  draws  a  light  line  thus: 


through  an  amount  of  space  equal  to  12  hours,  i.e.,  one 
line  all  the  way  across  and  another  halfway  across. 


THE  MAN  RECORD  CHART  S7 

Light  lines  drawn  through  a  second  day's  space  are 
offset  from  those  of  the  first  day  so  that  they  will  not 
appear  to  be  continuations,  thus: 


If  the  foreman  has  not  estimated  the  time  the  work 
should  take,  he  draws  a  broken  line  through  an  amount 
of  space  representing  the  time  actually  spent  on  that 
work,  thus: 


h —  I 


The  portion  of  the  daily  space  through  which  no  line 
is  drawn  shows  how  much  the  operator  has  fallen  behind 
in  the  work  expected  of  him,  and  the  letter  at  the  be- 
ginning of  the  space  indicates  the  reason,  thus: 


The  reasons  which  occur  most  frequently  are  listed  in 
the  key  to  the  Man  Record  Chart  (Figure  11)  together 
with  the  method  of  determining  which  of  several  reasons 
should  be  used.  At  the  end  of  the  week  a  heavy  cumu- 
lative line  is  drawn  to  show  the  weekly  total  of  each 
operator,  the  heavy  line  always  being  equal  in  length 
to  the  sum  of  the  light  lines.  To  get  the  totals  of  the 
various  groups  and  of  the  whole  department,  the  hours 
represented  by  the  cumulative  lines  of  the  individual 
workmen  are  added  and  divided  by  the  number  of  men. 
A  line  about  %  inch  wide  is  used  for  a  group  total 
and  1/6  inch  wide  for  a  department  total. 


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39 


40  THE  GANTT  CHART 

Acting  on  the  Chart 

The  foreman  watches  the  first  Hne  of  his  chart  be- 
cause it  shows  him  how  his  department  as  a  whole  is  liv- 
ing up  to  his  idea  of  what  it  should  do.  If  he  is  not 
satisfied,  he  glances  over  the  various  group  totals  to 
see  which  group  or  subforeman  has  fallen  farthest  be- 
hind. He  then  looks  over  the  lines  for  the  individuals 
responsible  to  that  subforeman  and  studies  the  detailed 
reasons  why  they  could  not  do  a  full  week's  work.  This 
enables  him  to  concentrate  his  attention  on  the  indi- 
viduals most  in  need  of  help  and  on  those  hindrances 
to  production  which  occur  most  frequently. 

The  foreman  is  usually  surprised  to  see  that  the 
failure  of  the  operator  to  do  the  work  within  the  esti- 
mated time  is  more  often  his  own  fault  than  that  of  the 
workman  (Figure  12).  He  learns  how  much  of  the 
time  of  his  men  is  wasted  because  of  the  improper 
sharpening  of  tools,  defects  in  materials  which  should 
have  been  caught  by  the  inspectors,  the  unsatisfactory 
condition  of  machines,  and  the  lack  of  proper  instruc- 
tions on  new  work.  He  understands  better  than  ever 
before  why  the  costs  of  so  many  jobs  exceed  his  esti- 
mates. 

The  discovery  that  possibly  nine-tenths  of  the  ob- 
stacles which  prevent  a  man  from  doing  a  day's  work 
are  the  fault  of  the  management  should  not  surprise  the 
foreman,  for  management  has  assumed  the  task  of  se- 
curing materials,  machines,  and  tools,  of  keeping  those 
machines  and  tools  in  proper  condition  for  work,  of 
bringing  material  to  the  operators  when  it  is  needed,  of 
giving  workmen  complete  instructions,  and  of  doing 
whatever  else  is  necessary  to  leave  the  workman  free  to 


THE  MAN  RECORD  CHART  41 

do  the  kind  of  work  for  which  he  is  best  fitted  and  which 
gives  him  the  largest  return. 

Those  problems  which  are  the  most  complicated  in 
modern  manufacturing  confront  the  management.  The 
task  of  the  workman,  namely,  to  make  use  of  the  knowl- 
edge and  follow  the  instructions  given  him  is  easier. 

The  foreman  knows  that  he  is  judged  to  a  great  ex- 
tent by  his  ability  to  run  his  department  so  that  his 
men  can  do  a  fair  day's  work  and  that  it  is  to  his  ad- 
vantage to  help  those  who  keep  the  average  down.  He 
realizes  that  the  idler  and  the  slow  worker  require  more 
assistance  than  the  good  worker.  From  the  Man  Rec- 
ord Charts  the  foreman  secures  such  information  about 
individual  production  as  enables  him  to  instruct  those 
men  who  are  most  in  need  of  help. 

Getting  the  Workman's  Co-operation 

When  he  has  removed  most  of  the  obstacles  for 
which  the  management  is  responsible,  the  foreman 
shows  these  charts  to  his  workmen  with  the  idea  of  de- 
veloping their  ambition  and  their  interest.  The  charts 
are  so  simple  that  they  can  be  understood  by  anyone — 
even  by  a  foreigner  who  cannot  read  the  language  in 
which  they  are  written.  When  his  line  and  those  of  his 
companions  are  pointed  out  to  him,  he  can  see  how  his 
work  compares  with  that  of  others. 

A  foreman  soon  learns  that  the  long  production  lines 
of  the  two  or  three  men  who  are  head  and  shoulders 
above  the  others  seem  to  have  little  effect  on  the  average 
workman,  but  that  the  average  workman  is  very 
strongly  influenced  by  the  lines  of  the  men  he  considers 
his  equals.     He  hates  to  be  beaten  by  an  equal  and 


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43 


44  THE  GANTT  CHART 

will  do  all  he  can  to  keep  up  with  him.  But  above  all 
he  appreciates  the  opportunity  to  watch  his  own  pro- 
gress from  day  to  day. 

Short-Line  Men 

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measure  up  to  the  average  and  do  not  respond  to  the 
foreman's  effort  to  stimulate  their  ambition.  These 
are  the  men  he  studies  most  carefully.  Even  without 
records  these  men  know  whether  they  are  better  or 
worse  than  those  around  them,  and  they  resent  the  in- 
troduction of  methods  which  make  this  fact  evident  to 
the  foreman  and  the  other  workmen.  Those  who  have 
in  the  past  tried  to  cover  up  their  low  production  by 
attempting  to  stand  in  with  the  foreman  and  can  no 
longer  do  so,  are  opposed  to  these  records  and  do  all 
they  can  to  undermine  their  usefulness. 

Experience  has  taught  the  foreman  that  men  who 
feel  their  inferiority  are  very  apt  to  do  everything  possi- 
ble to  distract  the  attention  of  others  from  that  fact. 
This  shows  itself  in  flagrant  breaches  of  shop  discipline 
or  in  creating  discontent  in  the  minds  of  others.  In  this 
way  they  secure  an  outlet  for  their  energy  and  distract 
their  own  attention,  at  least,  from  their  inferiority. 

When  the  foreman  studies  these  men  who  have  short 
lines  on  the  chart,  he  realizes  that  this  type  is  usually  the 
backbone  of  strikes  and  discord  in  his  department. 
Their  consciousness  of  inferiority  and  their  discontent 
is  continually  smouldering  and  is  easily  fanned  into 
flame  by  some  fancied  grievance,  some  real  injustice, 
or  some  capable  agitator.  The  foreman  who  wants 
fewer  labor  troubles  in  the  future  realizes  that  he  must 


THE  MAN  RECORD  CHART  45 

solve  the  problem  of  what  to  do  with  those  men  who  are 
below  the  average — whose  lines  are  short  on  the  chart. 
Shall  he  drop  them  from  his  pay-roll  and  ask  the  em- 
ployment department  to  hire  others  to  fill  their  places? 
He  knows  that  the  available  supply  of  good  workmen 
in  most  cities,  except  in  times  of  business  depression, 
is  inadequate  and  that  those  hired  will  probably  be  just 
as  poor  as  those  discharged.  If  he  spends  an  hour  in 
the  employment  department  watching  the  applicants, 
he  will  see  that  in  good  times  they  are  made  up  largely 
of  men  who  have  never  learned  to  do  any  job  well — 
men  who  have  been  discharged  from  other  jobs  because 
the  quality  of  their  work  has  been  poor  and  their  pro- 
duction low. 

Discharging  the  poor  workmen  in  his  department 
will  merely  add  to  this  mass  of  floating  labor.  The 
foreman  who  is  looking  into  the  future  does  not  dis- 
charge these  men;  he  trains  them  to  do  at  least  one  job 
well.  He  tries  them  out  on  various  kinds  of  work  until 
some  job  is  found  on  which  they  can  do  better  work 
than  on  others.  On  this  job  a  man  is  given  special  in- 
struction, so  that  no  matter  how  long  it  takes  to  bring 
him  up  to  the  average,  there  are  always  sufficient  in- 
structors to  help  him.  If  there  is  no  work  in  the  fore- 
man's own  department  for  which  one  of  these  men  is 
fitted,  he  asks  another  foreman  if  he  will  not  try  the 
man  out. 

This  method  of  handling  short-line  men  appeals  to 
the  foreman's  sense  of  fair  play,  for  he  is  giving  these 
men  for  once  in  their  lives  a  real  chance  to  make  good. 
When  these  men,  who  formerly  had  short  lines,  get  to 
the  point  where  they  are  turning  out  a  full  day's  work 


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48  •  THE  GANTT  CHART 

week  after  week,  they  have  almost  invariably  forgotten 
their  discontent  and  some  of  them  even  show  an  awaken- 
ing ambition. 

When  a  man  learns  to  do  even  one  job  well,  he  gets 
a  different  outlook  on  life.  A  man  who  for  years  has 
considered  himself  a  "wage  slave"  gains  confidence  in 
himself  and  a  control  over  himself  which  helps  to  make 
a  free  man  of  him.  He  shows  possibilities  which  were 
entirely  unsuspected  until  he  mastered  his  job. 

Long-Line  Men 

Man  Record  Charts  are  invariably  welcomed  by 
good  workmen,  provided  the  charts  are  used  to  help 
the  workmen  rather  than  to  drive  them.  The  charts 
also  provide  the  foreman  with  a  fairly  accurate  basis 
for  regulating  the  wages  of  his  operators  in  accordance 
with  their  production.  Favoritism  and  special  privilege 
are  done  away  with  and  promotions  are  based  on  facts 
rather  than  impressions. 

One  day  Mr.  Gantt  in  walking  through  a  plant  of 
one  of  his  clients  stopped  to  talk  to  an  operator  and 
asked  him  what  he  thought  of  the  Man  Record  Charts. 
The  operator  replied,  "I  always  knew  I  was  the  best 
man  in  the  shop,  but  no  one  would  believe  it.  Now 
everyone  knows  it."  For  the  first  time  in  his  experience 
this  man  had  secured  proper  credit  for  the  work  he  did 
and  it  was  natural  for  him  to  welcome  these  records. 

The  workman  who  thinks,  knows  that  he  cannot 
continue  indefinitely  to  get  paid  for  a  good  day's  work 
when  he  does  only  half  a  day's  work  and  he  resents  the 
continued  recurrence  of  difficulties  which  will  not  enable 
him  to  do  a  full  day's  work.     When  he  brought  these 


THE  MAN  RECORD  CHART  49 

delays  to  the  attention  of  the  foreman,  he  was  often  con- 
sidered a  "kicker";  but  when  the  obstacles  are  brought 
to  the  foreman's  attention  by  means  of  charts,  an  un- 
usual degree  of  co-operation  is  secured  between  the 
foreman  and  the  workman. 

Careful  consideration  is  given  by  the  foreman  to  a 
workman's  suggestions  for  improvements  which  will  in- 
crease his  output,  because  to  do  so  is  to  the  foreman's 
interest,  since  an  increase  in  output  will  lengthen  his 
production  line  as  well  as  the  operator's. 

The  workman  sees  the  man  whose  line  is  longest, 
whose  production  is  greatest,  appointed  to  the  position 
of  subforeman  when  there  is  a  vacancy.  He  sees  the 
subforeman  whose  group  line  is  longest  become  a  fore- 
man. As  he  watches  these  changes  take  place  through- 
out the  organization  and  positions  of  authority  given 
to  men  who  "know  what  to  do  and  how  to  do  it,"  he  sees 
opening  up  before  him  possibilities  of  advancement 
limited  only  by  his  ability  and  his  interest. 

The  Superintendent 

In  order  to  get  the  help  of  the  superintendent  in 
removing  delays  over  which  he  himself  has  no  control, 
the  foreman  sends  copies  of  his  Man  Record  Charts  to 
the  superintendent  each  week.  With  them  he  sends  a 
Man  Record  Summary  (Figure  13)  showing  the  total 
line  of  the  department  for  each  week.  This  summary 
enables  the  superintendent  to  see  very  clearly  any  ten- 
dencies toward  lower  production  and  to  take  whatever 
steps  may  be  necessary  to  guide  his  shop  policy.  It  also 
enables  him  to  reward  his  workmen  according  to  the 
amount  of  work  done  (Figure  14) . 


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52  THE  GANTT  CHART 

When  the  estimates  of  all  the  departments  are  made 
on  the  same  basis,  the  superintendent  is  also  enabled  to 
compare  the  ability  of  his  various  foremen  to  get  work 
done.  Since  production  is  the  aim  of  the  entire  organiza- 
tion and  these  charts  point  out  the  men  who  are  suc- 
cessful in  getting  production,  the  superintendent  or 
the  manager  will  be  able  to  build  up  an  organization 
composed  of  men  who  have  proved  their  ability  to  pro- 
duce. 


CHAPTER  VI 

THE  LAYOUT  CHART 

Use  of  Layout  Chart  in  Planning 

Idleness  of  men  and  machines  is  usually  the  great- 
est source  of  waste  in  a  manufacturing  plant,  and  yet 
it  is  possible  to  take  definite  steps  to  prevent  its  recur- 
rence by  presenting  to  the  management  in  such  detail 
as  to  fix  responsibility,  the  reasons  for  idleness,  such  as 
lack  of  help,  material,  orders,  tools,  etc.  This  is  done 
by  planning  work  sufficiently  far  in  advance  to  advise 
each  individual  concerned  what  he  is  to  do  and  when. 
In  some  plants  where  a  uniform  product  is  manufac- 
tured this  is  not  a  difficult  matter.  If,  for  instance,  100 
machines  are  being  made  each  week,  every  foreman  or 
workman  knows  that  he  is  to  turn  out  enough  parts  to 
make  100  machines.  The  planning  in  such  a  case  is 
very  simple  and  can  sometimes  be  done  without  any 
written  record. 

There  are  very  few  plants,  however,  which  produce 
only  one  article — usually  a  department  has  to  turn  out 
a  great  many  different  parts  to  be  used  in  the  assem- 
bling of  a  varied  product.  Moreover,  it  is  probable  that 
these  different  parts  are  worked  on  in  other  departments 
also.  It  therefore  becomes  necessary  for  the  foreman 
to  plan  carefully  the  work  to  be  done  on  each  machine 
in  his  department  and  also  for  the  superintendent  or 
manager  to  plan  the  work  to  be  done  in  all  the  depart- 
ments of  the  plant. 

53 


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THE  LAYOUT  CHART  55 

The  Gantt  Layout  Chart  is  used  in  working  out  a 
plan  to  get  the  orders  in  hand  done  when  they  are 
wanted  and  to  make  the  best  possible  use  of  the  available 
men  and  machines.  No  method  of  doing  this  can  be 
satisfactory  unless  it  emphasizes  above  everything  else 
when  jobs  are  to  be  begun,  by  whom,  and  how  long 
they  will  take. 

In  a  Stenographic  Department 

One  of  the  simplest  forms  of  the  Gantt  Layout 
Chart  is  that  used  in  assigning  work  to  stenographers. 
With  the  two  ends  in  view  of  sending  stenographers  to 
the  same  dictators  whenever  possible  and  of  getting  all 
work  out  the  day  it  is  dictated,  the  proper  assignment  of 
stenographers  becomes  a  difficult  problem.  It  is  neces- 
sary for  the  head  stenographer  to  know  at  all  times 
how  much  work  each  operator  has  ahead  of  her,  so 
that  when  she  receives  a  call  for  stenographic  service 
she  will  not  have  to  take  the  time  to  ask  the  individual 
operators  how  soon  they  will  finish  the  work  in  hand. 

The  head  stenographer  takes  a  sheet  ruled  to  show 
the  hours  of  the  day  and  divides  the  hour  either  into  six 
columns  representing  10  minutes  each  or  four  columns 
representing  15  minutes  (Figure  15).  On  the  left  side 
of  the  sheet  she  lists  the  stenographers  and  shows  the 
time  it  takes  each  individual  to  write  out  one  page  of 
her  notes.  This  figure  does  not  represent  the  best  pos- 
sible time  but  the  time  the  operator  takes  normally. 

When  a  stenographer  comes  back  to  the  stenogra- 
phic department  after  taking  dictation,  she  lays  on  the 
head  stenographer's  desk  a  slip  of  paper  showing  the 
time  of  her  return  and  the  number  of  pages  of  notes  to 


56  THE  GANTT  CHART 

be  transcribed.  The  head  stenographer  multiplies  the 
number  of  pages  by  the  minutes  per  page  which  appear 
on  the  layout  sheet.  This  will  give  her  the  time  it  will 
take  for  that  individual  to  complete  the  work  in  her 
book.  The  head  stenographer  draws  a  line  on  the  lay- 
out sheet  representing  this  amount  of  time,  beginning 
at  the  time  noted  on  the  slip  of  paper  which  the  stenog- 
rapher has  placed  on  her  desk.  When  this  has  been 
done  for  all  the  operators  in  the  department,  the  head 
stenographer  can  see  at  a  glance  from  her  layout 
sheet  when  each  stenographer  will  complete  her  work. 

When  a  dictator  calls  for  a  stenographer,  she  looks 
to  see  if  the  one  who  is  in  the  habit  of  handling  that 
man's  work  can  take  this  dictation  and  get  it  out  that 
day.  If  not,  the  head  stenographer  sends  to  the  dictator 
the  one  who  will  first  be  available. 

One  of  the  most  difficult  problems  in  handling  a 
stenographic  department  is  to  get  all  the  letters  into  the 
mail  the  day  they  are  dictated.  To  get  these  letters  out, 
it  is  necessary  to  distribute  them  evenly  over  the  availa- 
ble stenographers  so  that  one  will  not  be  loaded  up  with 
two  days'  work  while  another  sits  waiting. 

If  the  capacity  of  the  whole  stenographic  depart- 
ment is  taken  up  for  the  day  and  a  dictator  calls  for 
a  stenographer,  the  head  stenographer  will  then  tell  him 
that  it  is  impossible  to  get  out  any  more  work  that  day 
unless  he  prefers  to  have  left  over  until  the  next  day 
some  of  the  letters  he  has  already  dictated. 

Another  advantage  of  this  plan  is  that  the  work  is 
evenly  assigned  to  stenographers,  so  that  if  the  work  is 
light  they  all  finish  early  in  the  afternoon  and  if  it  is 
heavy,  they  all  work  up  to  closing  time. 


THE  LAYOUT  CHART  57 

In  a  Machine  Shop 

The  planning  of  work  in  a  machine  shop  is  more 
complicated  and  the  Layout  Chart  must  show  more 
detail  in  regard  to  the  work  to  be  done  (Figure  16) . 

A  sheet  is  used  which  is  ruled  to  represent  the  work- 
ing hours  of  the  plant,  the  ruling  depending  upon  the 
average  length  of  jobs.  If  they  extend  over  several 
weeks,  the  wide  columns  represent  weeks  and  the  nar- 
row ones  days;  if  they  run  less  than  a  week,  the  wide 
columns  represent  days  and  the  narrow  ones  hours; 
if  they  last  less  than  a  day,  the  wide  columns  represent 
hours  and  the  narrow  ones  fractions  of  hours. 

All  the  machines  or  work-benches  in  a  department  or 
shop  are  listed  on  the  left  side  of  this  sheet.  When  an 
order  is  received,  a  list  of  the  operations  through  which 
the  material  is  to  go  is  looked  up,  if  it  is  not  already 
shown  on  the  order.  On  the  Layout  Chart  opposite  the 
machine  to  be  used,  the  first  operation  is  laid  out. 

An  angle  opening  to  the  right: 


indicates  when  the  job  is  to  be  started. 
An  angle  opening  to  the  left : 


indicates  when  the  job  is  scheduled  to  be  completed. 

A  light  line  connecting  the  angles  indicates  the  total 
time  scheduled  for  the  order: 


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59 


60 


THE  GANTT  CHART 


The  machine  on  which  the  next  operation  is  to  be 
done  is  looked  up  on  the  chart  to  see  when  it  will  be 
ready  for  additional  work.  The  order  is  then  assigned 
to  this  machine  and  the  angles  and  the  light  line  are 
drawn.  This  procedure  is  followed  in  laying  out  all 
the  operations  on  that  order  and  continued  until  all 
the  orders  are  laid  out. 

In  assigning  work  to  machines  it  is  necessary  to 
know  what  progress  has  been  made  on  the  work  already 
assigned.  Accordingly,  as  daily  reports  are  received 
showing  the  amount  of  work  done,  a  heavy  line  is  drawn 
under  the  light  line : 


If  the  work  is  exactly  on  schedule,  the  end  of  the 
heavy  line  will  be  directly  under  the  proper  date  and 
hour.  If  the  work  is  behind  or  ahead  of  schedule,  the 
end  of  the  heavy  line  will  be  behind  or  ahead  of  the 
date.  In  assigning  a  new  order  to  a  machine,  if  the 
work  is  ahead  of  schedule,  the  new  order  is  placed  over 


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Figure  17.     How  Work  Ahead  of  Schedule  Is  Shown 

BY  THE   GaNTT   LaYOUT   ChART 


the  old  one  (Figure  17)  and  the  date  of  beginning  is 
placed  in  advance  of  the  date  of  completion  of  the  old 
order. 


THE  LAYOUT  CHART 


61 


The  V  indicates  the  date  on  which  the  chart  is 
copied.  The  work  is  1  day  ahead  of  schedule  and  con- 
ditions in  the  shop  indicate  that  it  will  be  1  day  early  in 
finishing.  The  new  order,  A424,  is  therefore  laid  out  to 
be  begun  Thursday  morning. 

If  the  work  is  behind  schedule,  there  is  no  advantage 
in  planning  to  begin  the  new  order  until  the  old  one 
is  complete.  Therefore  sufficient  time  must  be  set 
aside  to  make  up  for  past  delays  before  the  new  work 
can  be  begun.  This  is  done  by  connecting  the  angles 
by  crossed  lines  (Figure  18). 


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Figure  18.     How  Work  Behind  Schedule  Is  Shown  by 
THE  Gantt  Layout  Chart 

On  the  date  indicated  by  the  V  the  work  was  1  day 
behind  schedule.  Before  assigning  order  A426,  1  day 
is  allowed  to  make  up  for  the  delay  and  is  indicated  by 
crossed  lines. 

Above  the  light  lines  are  written  whatever  numbers 
and  quantities  may  be  necessary  to  identify  the  orders. 

When  work  stops  on  any  order  a  jog  is  placed  under 
the  line  with  an  initial  to  indicate  the  reason. 


'  Ih 

The  usual  reasons  are  repairs,  lack  of  help,  material, 
power,  or  tools,  as  shown  by  the  legend  accompanying 
Figure  16. 


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64  THE  GANTT  CHART 

This  graphic  layout  makes  it  possible  to  group 
orders  and  distribute  them  over  the  available  machines 
in  a  much  more  intelligent  manner  than  by  the  hit-or- 
miss  method  of  deciding  what  the  next  job  will  be  when- 
ever a  machine  runs  out  of  work.  When  a  machine 
breaks  down,  it  is  easy  to  transfer  work  from  it  to  other 
machines  without  disturbing  the  proper  sequence  of 
work.  When  it  is  desirable  to  rush  a  certain  order 
through  ahead  of  other  work,  the  use  of  a  layout  chart 
makes  it  possible  to  do  so  with  maximum  speed  because 
the  chart  visualizes  not  only  the  time  required  to  do  the 
rush  order  but  to  get  the  other  work  out  of  its  way. 
There  is  an  added  advantage  in  that  the  chart  shows 
clearly  how  this  rush  order  interfers  with  the  work  al- 
ready in  the  plant  and  makes  it  possible  to  revise  any 
promises  which  are  likely  to  be  broken. 

Other  Plants 

In  a  machine  shop  or  textile  plant  work  is  planned 
by  machines  (Figure  16),  but  in  a  foundry  by  floors, 
benches,  or  machines  (Figure  19).  The  chart  for  the 
heavy  tool  department  (Figure  16)  illustrates  the  plan- 
ning of  work  for  machine  tools  on  which  only  one  job 
can  be  done  at  one  time.  On  drills  with  more  than  one 
spindle,  on  grinders  with  two  wheels,  and  other  ma- 
chines, it  is  possible  to  run  more  than  one  job  at  a  time. 
On  a  molding  floor  in  a  foundry,  for  instance,  the 
molder  frequently  works  on  several  jobs  in  a  day,  the 
number  depending  on  the  importance  of  the  work,  the 
number  of  patterns  he  has  for  each  order,  the  time 
necessary  to  put  up  each  mold,  and  the  size  of  the 
floor. 


THE  LAYOUT  CHART  65 

In  a  Foundry 

The  Layout  Chart  for  a  foundry  (Figure  19)  shows 
how  a  variety  of  orders  is  planned  for  each  man. 
Molder  No.  909,  Conden,  is  behind  schedule,  which  is 
indicated  by  the  fact  that  the  heavy  lines  representing 
work  done  do  not  run  to  Tuesday  night  when  the  chart 
was  reproduced,  as  shown  by  the  V.  The  reason  he  is 
behind  is  made  clear  by  the  B's  showing  that  he  had 
had  to  break  up  on  some  orders  and  start  new  ones, 
and  by  the  H's,  which  indicate  that  his  helper  was 
absent  for  a  day.  The  last  molder  on  the  sheet,  ISTo. 
859,  Richardson,  is  ahead  of  schedule  on  all  but  one  of 
his  orders. 

It  will  be  observed  that  the  heavy  lines  on  the  Gantt 
Layout  Chart  show  how  much  work  has  been  done  and 
how  far  it  is  behind  or  ahead  of  the  schedule,  but  they 
do  not  show  just  when  the  work  was  done.  If  an  at- 
tempt were  made  to  show  that  information  also,  the 
chart  would  become  so  complicated  that  it  would  not  be 
clear.  The  purpose  of  the  Layout  Chart  is  to  plan 
work ;  it  is  necessary  to  show  how  the  work  stands  when 
a  new  job  is  assigned,  but  it  is  not  necessary  to  know  in 
detail  what  has  happened  in  the  past.  That  can  be  done 
much  more  effectively  on  a  Gantt  Progress  Chart. 

The  same  type  of  Layout  Chart  is  used  by  the 
various  foremen  and  by  the  central  planning  office, 
except  that  the  foremen  plan  only  one  day  in  advance 
while  the  planning  office  lays  out  all  the  work  ahead  of 
the  plant. 

The  Gantt  Layout  Chart  is  much  more  satisfactory 
than  a  layout  board  because  it  is  more  easily  handled. 
It  does  not  require  any  wall  space,  but  can  be  used  on 


66  THE  GANTT  CHART 

a  desk  or  table,  kept  in  a  drawer,  and  carried  around 
easily.  Work  is  laid  out  in  pencil  and  no  expensive 
equipment  is  needed. 

It  is  never  necessary  to  erase  anything  from  a  Lay- 
out Chart  unless  a  mistake  has  been  made.  If  work  has 
been  laid  out  according  to  the  best  knowledge  available 
at  the  time  and  further  information  obtained  at  a  later 
date  makes  a  change  advisable,  the  original  plan  is  al- 
lowed to  remain  on  the  sheets  and   "Transferred  to 

"is  written  over  it.    This  makes  clear  all 

the  steps  taken  and  the  reasons  for  changes  in  plans. 

The  Gantt  Layout  Chart  helps  to  get  work  done 
because  it  makes  clear  who  is  to  do  any  piece  of  work, 
when  it  is  to  be  done,  and  how  long  it  will  take.  It  can 
be  successfully  made  out  only  by  one  who  knows  what 
is  to  be  done,  how  it  can  be  done,  and  how  long  it  will 
take.  Instructions  based  on  this  chart  will,  therefore, 
create  confidence  in  the  mind  of  the  one  who  is  to  do 
the  work.  It  is  possible  through  this  chart  to  assign 
definite  tasks,  and  the  more  definite  the  task  the  easier 
it  is  to  get  it  done. 


CHAPTER  VII 

THE  LOAD  CHART 

Difference  Between  Layout  Chart  and  Load  Chart 

The  purpose  of  the  Gantt  Load  Chart  is  to  keep  the 
executives  of  any  producing  plant  advised  as  to  the 
load  of  work  ahead  of  their  plant.  This  information  is 
of  particular  value  to  managers,  superintendents,  fore- 
men, employment  departments,  and  sales  departments, 
for  it  gives  them  an  accurate  picture  of  the  work  which 
is  to  be  done  and  it  is  necessary  to  have  a  clear  under- 
standing of  that  before  effective  steps  can  be  taken  to 
do  it. 

The  Load  Chart  is  similar  to  the  Layout  Chart  in 
that  it  shows  how  much  work  is  to  be  done,  but  it  is  more 
compact  than  the  Layout  Chart  and  does  not  show  de- 
tails. Layout  Charts  show  each  operation  on  each  order 
and  the  individual  machines  which  are  to  do  the  work, 
but  a  Load  Chart  merely  shows  classes  of  machines  and 
the  hours  of  work  assigned  to  them  by  weeks  or  months. 
The  drawing  of  the  Load  Chart  is  similar  to  that  of  the 
Progress  Chart  so  far  as  light  and  heavy  lines  are  con- 
cerned; but  the  similarity  ends  there,  for  the  Progress 
Chart  shows  work  done  and  lines  are  added  as  more 
work  is  done;  but  the  Load  Chart  shows  only  work 
which  is  to  be  done  and  represents  the  status  of  plans  at 
a  specified  date.  It  is  not  a  record  added  to  day  by  day 
but  an  analysis  of  a  situation  at  a  given  moment. 

67 


68  THE  GANTT  CHART 

How  the  Gantt  Load  Chart  Is  Drawn 

At  the  left  of  the  sheet  are  hsted  the  classes  or  groups 
of  operators,  machines,  work-benches,  or  floors  and  in 
the  next  column  the  numbers  in  each  group.  In  the 
columns  representing  months  or  weeks,  the  figures  indi- 
cate the  number  of  operating  hours  for  a  group  of  men 
or  machines;  the  light  lines  show  the  hours  of  work 
which  have  been  assigned  to  that  group  during  each 
week  or  month;  and  the  cumulative  lines  represent  the 
total  hours  of  work  ahead  of  each  group.  The  informa- 
tion for  this  chart  is  secured  from  Layout  Charts  which 
show  what  orders  are  ahead  of  each  machine,  and  from 
this  it  is  easy  to  foot  up  the  hours  of  work  planned  for 
the  various  classes  of  machines  for  each  week  or  month. 

When  a  picture  of  the  amount  of  work  ahead  of 
a  plant  is  placed  before  an  executive  on  a  Load  Chart, 
it  is  possible  for  him  so  to  grasp  the  situation  that  he 
can  adjust  equipment,  operators,  and  working  hours 
to  the  amount  of  work  ahead  or  adapt  the  work  to  the 
equipment  and  operators. 

If  there  is  a  great  amount  of  work  ahead,  he  can 
secure  information  from  the  Load  Chart  as  to : 

1.  What  deliveries  may  be  quoted  on  future  orders. 

2.  What  kinds  of  orders  must  be  declined. 

3.  Where  congestion  is  likely  to  occur,  so  that 
those  processes  can  be  studied,  shortened,  or 
improved. 

4.  What  additional  equipment  to  buy. 

5.  How  many  men  to  employ  and  the  kind  of  work 
they  will  have  to  do. 

6.  Where  hours  need  to  be  lengthened. 


THE  LOAD  CHART  69 

If  there  is  not  enough  work  ahead,  the  manager  can 
learn  from  the  chart: 

1.  What  kinds  of  orders  are  needed  to  keep  the 

men  or  equipment  busy  (this  information 
may  be  the  basis  of  sales  or  advertising 
campaigns,  of  reductions  in  prices,  etc.). 

2.  What  men  to  assign  to  other  work. 

3.  What  equipment  can  be  disposed  of. 

4.  Where  hours  should  be  shortened. 

In  order  to  furnish  this  information  a  Load  Chart 
must  be  accurate  and  up  to  date,  but  this  is  not  difficult 
if  the  Load  Chart  is  based  on  Layout  Charts  such  as 
were  described  in  the  preceding  chapter. 

A  Foundry  Load  Chart 

In  the  foundry  where  the  Load  Chart  illustrated  in 
Figure  20  was  drawn  the  main  divisions  of  the  work  were 
iron,  steel,  brass,  and  core-making;  and  in  the  iron 
foundry,  for  instance,  the  secondary  divisions  were 
"crane  floors,"  "side  floors,"  "bench  floors,"  and 
"squeezer  machines."  The  molds  for  the  largest  cast- 
ings were  put  up  on  the  crane  floors  because  they  were 
served  by  large  cranes.  On  the  side  floors  they  poured 
medium-sized  castings  which  could  be  lifted  by  jib 
cranes  or  by  hand,  and  on  the  bench  floors  and  squeezer 
machines  they  made  the  smallest  sizes. 

When  this  particular  chart  was  placed  on  the 
superintendent's  desk,  he  saw  that  on  the  crane  floors  of 
the  iron  foundry  there  were  16  molders  whose  hours  per 
week  amounted  to  640.  For  the  first  week  charted, 
310  hours  of  work  had  been  assigned  to  them,  which 


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71 


Shop  No.  10  .    Load  on  Machine  Tools, 

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Figure  21.     A  Gantt  Load  Chart  Used  in  a  Machine  Shop 


This  chart  shows  how  far  in  the  future  the  machine  tools  will 
be  kept  busy  by  orders  in  the  plant  when  it  is  drawn  up.  On 
the  first  line,  for  instance,  it  is  clear  that  the  one  horizontal  boring 
mill  will  be  busy  80  per  cent  of  the  time  during  October,  20  per 
cent  during  November,  and  all  of  December  and  January.  •  The 
heavy  lines  indicate  that  the  work  ahead  of  these  machines  is  not 
well  balanced. 

This  chart  was  drawn  at  a  time  when  the  machine  shop  did  not 
have  a  normal  amount  of  work.  Some  of  the  operators  were  laid 
off  and  their  machines  shut  down,  and  therefore  in  the  upper  half 
of  the  illustration  the  work  ahead  of  this  reduced  force  was  charted. 
To  prevent  anyone  from  getting  the  impression  that  this  chart 
represented  the  capacity  of  the  plant,  the  same  amount  of  work 
was  also  charted  against  the  total  capacity  of  the  machines. 

72 


THE  LOAD  CHART  73 

would  keep  them  busy  half  their  time.  For  the  5  suc- 
ceeding weeks  30  per  cent  or  less  of  their  time  would 
be  required.  The  cumulative  line  showed  him  that  half 
a  week's  work  was  behind  the  schedule  for  lack  of  pat- 
terns and  other  reasons,  and  that  the  total  work  ahead 
amounted  to  the  molders'  capacity  for  only  2I/2  weeks, 
although  that  work  would  have  to  be  spread  over  6 
weeks. 

In  the  steel  foundry,  however,  the  superintendent 
saw  that  there  was  more  work  to  be  done  on  the  side 
and  bench  floors  than  could  be  done  by  the  molders 
assigned  to  those  floors.  In  all  there  was  12  weeks' 
work  ahead  and  it  was  wanted  in  7  weeks.  It  was  im- 
portant to  deliver  the  castings  when  they  were  wanted, 
so  the  superintendent  immediately  issued  instructions 
to  run  an  additional  heat  each  day  and  he  transferred 
2  molders  from  the  brass  to  the  steel  foundry.  He 
knew  that  these  changes  would  enable  him  to  make  the 
deliveries  promised.  In  the  iron  and  brass  foundries 
there  was  not  enough  work  to  keep  the  molders  busy, 
so  the  superintendent  reduced  the  hours  per  week  until 
additional  orders  could  be  secured. 

This  Load  Chart  enabled  the  superintendent  to  re- 
duce the  idleness  in  his  plant,  but,  above  all,  to  deliver 
the  castings  when  they  were  wanted. 

A  Load  Chart  for  Machine  Tools 

The  Gantt  Load  Chart  shows  very  clearly  whether 
or  not  the  machine  tools  in  a  plant  are  going  to  be  kept 
busy  in  the  near  future — which  ones  are  overloaded  and 
which  have  little  work  ahead.  In  Figure  21  the  ma- 
chine tools  in  shop  No.  10  are  listed  in  groups  and  the 


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75 


76  THE  GANTT  CHART 

lines  show  what  part  of  the  time  they  will  be  kept  run- 
ning to  turn  out  the  orders  then  in  hand.  This  chart 
was  drawn  in  a  period  of  dull  business  and  the  informa- 
tion was,  therefore,  presented  in  two  ways,  the  first  half 
of  the  chart  listing  only  those  machines  to  which 
operators  were  assigned  at  that  time,  and  the  second 
half  listing  all  the  machines  in  the  shop.  The  latter 
half,  therefore,  shows  well  in  advance  what  machine 
tools  will  be  idle  unless  more  orders  are  secured,  while 
the  first  half  goes  further  and,  in  addition  to  telling 
what  machines  will  be  idle,  shows  what  operators  will 
have  to  be  kept  in  the  shop  in  idleness  or  be  laid  off  if 
no  more  work  is  provided. 

In  this  plant  it  was  not  necessary  for  the  superin- 
tendent to  spend  hours  in  conversation  with  his  foremen 
in  an  attempt  to  learn  just  how  much  work  they  had 
ahead  of  them,  nor  did  he  have  to  read  long  reports; 
on  the  Load  Chart  he  had  accurate  information  in 
condensed  form. 

A  Load  Chart  for  a  Department 

In  issuing  orders  for  manufacture,  it  is  desirable  to 
know  what  work  is  already  in  the  plant  and  when  the 
machines  will  be  free  for  additional  orders.  Figure 
22  shows  the  machines  in  a  shop  department  listed 
according  to  the  sequence  of  operations.  For  instance, 
the  first  operation  on  a  strap  bar  was  milling  and  it  was 
done  on  machine  M259;  the  next  was  grinding  on 
machine  G340;  etc.  The  lines  show  that  the  orders 
then  in  the  department  would  keep  the  first  machine 
busy  for  only  4  weeks;  the  second  machine,  G340, 
would  have  no  work  during  the  first  week  and  about 


THE  LOAD  CHART  77 

half  a  week's  work  for  each  of  the  next  4  weeks;  the 
third  machine,  D401,  would  be  busy  the  whole  of 
the  first  week,  but  have  nothing  to  do  the  second 
week. 

The  chart  emphasizes  the  fact  that  the  operations 
were  not  well  balanced,  i.e.,  it  took  so  long  for  some 
machines  to  do  their  part  of  the  work  that  those  on 
succeeding  operations  would  have  to  stand  idle  a  part  of 
the  time.  For  instance,  the  first  machine,  although  it 
ran  all  the  time  for  4  weeks,  would  keep  the  second  and 
third  busy  only  part  of  each  week.  The  chart  made  it 
clear  that  the  first  operation  should  be  speeded  up  by 
some  means  in  order  to  manufacture  these  parts  eco- 
nomically, and  an  investigation  revealed  that  improved 
jigs  and  fixtures  were  needed. 

As  to  the  cutter  bars,  the  chart  made  it  clear  that 
the  orders  then  in  the  department  could  not  be  com- 
pleted on  the  last  operation  for  about  11  weeks,  and  that 
the  breakdown  of  a  machine  or  the  absence  of  an 
operator  would  have  a  serious  effect  on  the  output  of 
the  department. 

In  a  drop  forge  plant  it  is  necessary  to  promise 
delivery  on  each  order  and  that  delivery  depends  largely 
on  the  work  already  assigned  to  the  hammers.  A  Load 
Chart  (Figure  23)  shows  how  far  the  capacity 
of  the  hammers  is  taken  up  by  orders  already 
entered. 

The  amount  of  work  ahead  of  any  manufacturing 
plant  constantly  varies  and  the  management  must  be 
able  to  change  its  plans  as  quickly  as  the  work  changes. 
Whatever  action  is  taken,  must  be  based  on  accurate  in- 
formation as  to  the  status  at  that  particular  time — never 


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80  THE  GANTT  CHART  n 

on  general  impressions  which  have  been  carried  over 
from  some  previous  time. 

The  Gantt  Load  Chart  gives  the  manager  or  super- 
intendent an  insight  into  the  future  which  it  is  very 
nearly  impossible  for  him  to  get  in  any  other  way. 


CHAPTER  VIII 

THE  PROGRESS  CHART 

Purpose  of  the  Progress  Chart 

The  purpose  of  the  Gantt  Progress  Chart  is  to  show 
what  progress  is  being  made  in  the  execution  of  a  plan 
or  program. 

One  of  the  fundamental  principles  of  management 
was  formulated  by  Gantt  when  he  said :  "The  authority 
to  issue  an  order  involves  the  responsibility  to  see  that 
it  is  executed/'  It  is  obvious,  therefore,  that  when  an 
executive,  i.e.,  anyone  who  has  control  over  others,  has 
issued  instructions  that  certain  things  are  to  be  done, 
his  next  step  is  to  provide  a  mechanism  which  will  at 
all  times  keep  him  advised  as  to  whether  or  not  his 
orders  are  being  carried  out  and,  if  the  progress  is  not 
satisfactory,  will  tell  him  the  reason  why.  The  Gantt 
Progress  Chart  gives  this  information  clearly  and  con- 
cisely and,  since  the  facts  are  presented  in  their  relation 
to  time,  the  chart  induces  action. 

Some  executives  look  back  over  their  records  at 
the  end  of  a  given  period  of  time,  possibly  a  year  or  a 
month,  compare  actual  accomplishment  with  what  they 
believed  was  possible,  and  conclude  that  the  perform- 
ance was  either  good  or  bad.  It  is  the  wise  executive, 
however,  who  goes  carefully  over  conditions  at  the 
beginning  of  any  period,  studies  the  tendencies,  and 
decides  then  what  performance  will  be  satisfactory. 
This  is  his  plan  or  schedule.    Should  there  be,  later  on, 

6  81 


82  THE  GANTT  CHART 

a  marked  change  in  conditions  which  it  was  not  possible 
for  him  to  foresee,  he  will,  of  course,  make  the  necessary 
alterations  in  the  schedule. 

In  this  way  the  executive  relieves  himself  of  the 
necessity  of  analyzing  records  every  time  a  new  figure 
is  received,  comparing  it  with  other  figures  and  deciding 
whether  it  is  good  or  bad.  Usually  in  the  rush  of  busi- 
ness, comparison  of  this  kind  is  likely  to  be  done  hastily, 
and  the  decision  is  apt  to  be  unwise.  However,  where 
the  executive  determines  beforehand  what  will  be  satis- 
factory to  him,  he  is  almost  sure  to  study  the  matter 
thoroughly  and  to  secure  all  the  expert  advice  and  ac- 
curate information  available. 

After  this  schedule  is  worked  out,  a  comparison  of 
accomplishment  with  the  plan  becomes  merely  a  clerical 
task ;  the  executive's  time  is  saved  and  he  is  left  free  to 
study  the  tendencies  and  take  the  action  indicated  by  the 
records. 

The  Value  of  the  Gantt  Progress  Chart 

In  this  phase  of  an  executive's  work  the  Gantt 
Progress  Chart  is  of  inestimable  value.  Its  use  makes 
a  definite  plan  necessary  and  presents  that  plan  so 
clearly  that  it  can  be  readily  understood  in  detail 
and  as  a  whole  by  the  executive's  associates  and  sub- 
ordinates. It  compares  the  performance  with  the  plan 
both  as  to  time  and  amounts,  and  makes  it  possible  for 
the  executive  to  foresee  future  happenings  with  con- 
siderable accuracy.  It  shows  what  part  of  the  work  has 
been  done  in  accordance  with  the  schedule  and  empha- 
sizes the  reasons  why  performance  has  fallen  short  of  the 
plan,  fixing  responsibihty  for  its  success  or  failure. 


THE  PROGRESS  CHART  83 

Usually  it  is  not  necessary  for  the  higher  executive 
to  follow  on  Progress  Charts  all  the  details  of  the  work 
being  done  under  his  direction,  but  he  does  wish  to 
follow  the  progress  of  the  work  as  a  whole,  which  may 
be  done  by  following  key  operations,  typical  items,  or 
totals.  If  the  progress  made  on  one  of  these  subdivi- 
sions of  the  work  is  satisfactory,  he  will  pay  little  atten- 
tion to  it,  but  if  another  part  of  the  work  is  behind 
schedule,  he  will  call  for  the  detail  charts  in  the  hands 
of  one  of  his  subordinates.  From  these  records  he  can 
see  what  particular  items  are  being  delayed  and  the 
reasons.  He  can  then  concentrate  his  efforts  on  that 
particular  problem  and,  because  of  his  broader  au- 
thority and  greater  resourcefulness,  may  overcome 
difficulties  which  to  his  subordinates  are  insurmountable. 

Saving  Time  for  the  Executive 

This  method  makes  it  unnecessary  for  the  general 
manager  of  a  manufacturing  plant,  for  instance,  to 
wade  through  volumes  of  reports  or  to  go  the  rounds 
of  his  superintendents  or  foremen  in  an  attempt  to  find 
out  what  work  is  not  progressing  satisfactorily.  His 
subordinates  are  likely  to  minimize  the  importance  of 
some  delays  and  on  other  items  not  to  realize  the  effect 
a  short  delay  will  have  on  other  work.  Gantt  charts 
emphasize  the  fact  that  time  is  the  most  important 
element  in  production — they  bring  to  the  attention  of  the 
general  manager  the  things  which  are  most  urgent  and 
hold  his  attention  until  betakes  action  and  sees  the  results. 

The  Progress  Chart  also  enables  the  general 
manager  to  know  whether  or  not  he  will  be  able  to  live 
up  to  whatever  promises  of  delivery  he  has  made,  for 


84  THE  GANTT  CHARr 

he  knows  that  a  reputation  for  keeping  promises  is  one 
of  the  most  valuable  assets  of  any  organization.  Of 
course,  the  ability  to  make  quick  deliveries  will  fre- 
quently secure  an  order  which  would  otherwise  be  lost, 
but  quick  deliveries  depend  entirely  on  the  volume  of 
work  ahead.  If  a  customer  is  continually  promised 
quick  deliveries  by  a  certain  plant  and  much  later 
deliveries  by  its  competitors,  the  reputation  of  that 
plant  will  be  injured  rather  than  enhanced,  for  the 
customer  is  likely  to  conclude  either  that  the  poor 
quality  of  the  product  prevents  the  plant  from  securing 
orders  or  that  another  customer's  orders  are  being  set 
aside  for  his.  One  impression  is  as  detrimental  as  the 
other,  for  the  customer  knows  that  if  another  customer's 
work  is  set  aside  for  his,  it  is  probable  that  his  work  will 
be  set  aside  for  the  next  insistent  customer. 

It  is  clear,  therefore,  that  a  reputation  for  deliveries 
must  be  founded  on  the  ability  to  live  up  to  whatever 
promises  are  made.  If  a  promise  of  delivery  is  to  be 
kept,  all  the  work  in  a  plant  must  be  planned  so 
accurately  that,  when  a  new  order  is  received,  it  is  possi- 
ble to  tell  almost  to  a  day  when  the  work  will  be  com- 
pleted. The  Gantt  Progress  Chart  enables  the 
manager  to  keep  before  him  all  the  promises  he  has 
made,  to  concentrate  his  attention  on  overcoming  obsta- 
cles and  avoiding  delays,  and,  when  it  is  impossible  to 
live  up  to  a  promise,  it  enables  him  to  give  the  customer 
advance  notice  of  the  fact. 

Drawing  the  Progress  Chart 

Angles  opening  to  the  right  and  to  the  left  indicate 
respectively  when  the  work  is  to  be  begun  and  com- 


THE  PROGRESS  CHART  85 

pleted.  The  amount  of  work  scheduled  is  shown  by  a 
figure  at  the  left  of  the  space  and  the  amount  to  be  done 
to  date  by  a  figure  at  the  right  of  the  space ;  light  lines 
represent  work  done  during  any  period  of  time  and 
heavy  lines  the  amount  done  to  date,  as  explained  in 
Figures  1,  2,  and  3  in  Chapter  I. 

If  work  is  done  in  a  period  of  time  for  which  no 
work  was  scheduled,  it  is  shown  by  a  figure  in  the  middle 
of  the  space,  for  instance : 

120 

When  the  amount  of  work  done  is  more  than  that 
scheduled,  the  light  line  is  drawn  across  the  space  more 
than  once,  thus: 


These  lines  are  built  up  from  the  bottom  to  emphasize 
the  fact  that  they  belong  to  the  heavy  line  below  them. 
If  no  work  is  done  in  a  period  for  which  some  was 
scheduled  a  Z  (for  zero)  is  placed  in  the  middle  of  the 
space ;  thus : 


A  chart  will  look  crowded  if  more  than  three  light  lines 
are  drawn,  so  when  the  number  of  lines  exceeds  three, 
the  figure  is  shown  thus: 


This  indicates  that  the  work  done  was  seven  times  as 
great  as  the  amount  scheduled. 


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The  heavy  cumulative  Hnes  are  drawn  on  the  scale 
of  the  space  through  which  they  pass.  Therefore,  if  the 
scale  of  the  spaces  or  periods  of  time  varies,  the  sum  of 
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lative line,  as  is  the  case  in  Man  and  Machine  Record 
Charts. 

Broken  lines  represent  work  which  has  been  done 
previous  to  the  date  when  the  chart  is  drawn.  If,  for 
instance,  a  chart  is  to  show  quantities  of  parts  manu- 
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quantity  in  stock  when  the  chart  was  begun. 

Manufacturing  on  Order 

In  a  plant  which  manufactures  only  on  orders  from 
its  customers  or  its  own  sales  organization,  a  promise  of 
delivery  is  usually  made  on  each  order  and  each  must  be 
watched  to  see  that  the  promise  is  kept.  The  Progress 
Chart  of  Crank  Handles  (Figure  24)  was  drawn  in 
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opens  to  the  right  indicates  the  date  on  which  the 
material  was  to  be  issued  from  stores;  the  figures  indi- 
cate the  dates  on  which  the  various  operations  are  to  be 
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to  the  left  indicates  the  date  on  which  the  parts  were  to 
be  shipped,  the  heavy  line  shows  what  operations  have 
been  done,  and  the  letters  under  the  lines  indicate  the 
reasons  for  delay. 

The  V  indicates  that  this  chart  was  reproduced  on 
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90  THE  GANTT  CHART 

date  except  for  those  orders  which  were  due  to  be  com- 
pleted before  that  date.  However,  the  work  had  not 
made  the  expected  progress ;  the  third  order  on  the  sheet 
was  a  week  behind  schedule,  the  fifth  about  2  weeks 
behind,  the  sixth  2  weeks  ahead,  and  the  sev^nth  10  days 
behind  time. 

From  this  chart  the  manager  could  see  at  a  glance 
which  orders  were  behind  schedule.  On  the  fifth  order 
on  the  sheet,  for  instance,  he  could  see  that  the  eleventh 
operation  had  been  begun  but  not  finished,  and  the  R 
showed  that  the  delay  was  caused  by  repairs.  Reference 
to  the  shop  order  told  the  manager  wl^at  that  operation 
was  and  the  department  in  which  it  was  being  done. 
Over  the  telephone  he  found  out  in  detail  from  the  fore- 
man the  repairs  needed  and  the  probable  date  when  that 
operation  would  be  finished.  The  chart  showed  how 
much  more  time  would  be  needed  for  the  remaining 
operations,  so  that  the  manager  could  take  whatever 
action  he  deemed  wise  to  rush  the  work  and  he  could 
advise  his  customers  as  to  the  probable  date  of  delivery. 

Continuous  Manufacture 

In  a  plant  where  articles  are  manufactured  con- 
tinuously, the  Progress  Chart  is,  of  course,  somewhat 
different  from  that  used  in  a  plant  which  manufactures 
on  order.  The  chart  of  Links  Manufactured  on 
Schedule  (Figure  25)  illustrates  this. 

On  the  first  type  of  link,  No.  467-BT,  it  was  found 
that  the  normal  usage  based  on  sales  for  the  last 
two  years  with  more  weight  given  to  recent  months  was 
10,000  per  month.  The  broken  lines  were  the  first  ones 
entered  on  the  chart;  it  was  found  that  about  16,000 


THE  PROGRESS  CHART  91 

finished  links  were  in  stock,  and  accordingly  a  broken 
line  was  drawn  through  the  first  month  and  60  per  cent 
of  the  second  month.  It  was  also  found  that  manu- 
facturing orders  were  in  the  shop  for  10,000  additional 
links,  so  a  broken  line  was  drawn  through  an  amount 
of  space  representing  2.6  months,  that  is,  1.6  months  for 
the  links  in  stock,  which,  of  course,  had  been  covered  by 
past  orders,  and  1  month  for  the  uncompleted  orders. 
An  inventory  showed  that  there  were  in  the  storeroom 
30,000  forgings  besides  the  26,000  links  in  process  or 
in  finished  stock.  Accordingly,  a  line  was  drawn 
through  5.6  months  to  represent  56,000  forgings  and 
links. 

During  the  month  of  June,  7,000  links  were  sold  and 
a  light  line  was,  therefore,  drawn  through  70  per  cent 
of  the  space,  with  a  cumulative  line  of  the  same  length. 
Also  12,000  links  were  received  in  stock,  so  a  light  line 
was  drawn  through  120  per  cent  of  the  June  space  and 
a  heavy  line  of  equal  length  was  added  to  the  broken 
line.  During  the  same  month  orders  were  placed  for 
27,500  links  because  the  management  had  decided  to 
build  up  a  4  months'  stock  and  after  that  to  manu- 
facture each  month  an  amount  equal  to  the  sales  of  the 
previous  month.  No  forgings  were  received  that 
month,  so  a  Z  was  entered  in  the  space. 

During  July  and  August,  sales  fell  below  the 
normal  usage  with  the  result  that  at  the  end  of  August, 
when  the  chart  was  reproduced,  the  difference  between 
the  cumulative  line  representing  sales  and  the  line 
representing  receipts  into  stock  showed  the  amount  of 
links  in  stock,  namely  about  3^/2  months'  supply.  Dur- 
ing August  manufacturing  orders  had  been  entered 


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94  THE  GANTT  CHART 

which  would  bring  into  finished  stock  during  September 
another  month's  supply.  It  was  evident,  therefore,  that 
there  would  be  a  4  months'  supply  on  hand  sometime 
in  September,  and  accordingly  no  further  manu- 
facturing orders  were  placed.  It  was  also  evident  that 
there  were  sufficient  f orgings  on  hand  so  that  no  further 
purchase  orders  were  necessary. 

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usage  was  4,000  per  month.  When  the  chart  was  made 
up  June  1,  5  months'  supply  was  already  in  stock  with 
manufacturing  orders  placed  for  15,000  more  and  f org- 
ings on  hand  sufficient  to  last  up  to  October  of  the 
following  year.  The  chart  made  it  clear  that  it  was 
unnecessary  to  place  additional  orders  for  the  manu- 
facture of  links  or  for  f orgings. 

Comparing  Operations 

At  times  a  series  of  delays  occur  which  interfere 
seriously  with  production,  but  it  is  difficult  to  get  a  com- 
prehensive understanding  of  the  situation  from  a  table 
of  figures  and  still  more  difficult  to  explain  it  to  someone 
who  is  not  familiar  with  the  details. 

During  the  latter  part  of  the  Great  War,  the 
Director  of  Arsenals  considered  the  recuperators,  or 
recoil  mechanisms,  for  the  75mm.  field  guns  the  most 
important  work  in  American  arsenals.  There  had  been 
a  number  of  delays  on  this  work  with  various  explana- 
tions given  and  finally  the  director  asked  to  have  the 
progress  shown  on  a  Gantt  chart.  Figure  26  shows  the 
progress  made  during  a  certain  week  on  the  framework 
of  the  recuperator,  usually  called  the  "brake,"  and 
compares  that  progress  with  the  schedules. 


THE  PROGRESS  CHART  95 

A  large  machine  shop  had  been  erected  and  machine 
tools  installed  to  manufacture  these  recuperators  at  the 
rate  of  4  per  day.  The  chart  shows  that  on  the  first 
operation  5  were  done  on  Monday  and  Tuesday,  4  on 
Wednesday,  and  none  the  remainder  of  the  week.  The 
production  for  the  week  was,  therefore,  2^/2  ^^^  ^^  ^ 
days.  Going  through  the  various  operations  it  was 
evident  at  a  glance  that  the  principal  delays  were  occur- 
ring on  operations  4 A  and  5,  planing,  and  on  A6  and 
A7,  reaming,  and  that  on  the  remaining  operations  little 
or  nothing  was  being  done.  This  chart  focused  the 
attention  of  the  management  on  those  operations  and 
made  apparent  to  everyone  concerned  the  relative  im- 
portance of  this  delay. 

Office  Work 

The  work  of  an  office  is  usually  more  difficult  to 
measure  than  that  of  a  shop,  but  it  can  be  done  in  nearly 
all  cases.  Office  departments  usually  have  a  few  things 
around  which  their  other  work  revolves;  in  an  advertis- 
ing department,  for  instance,  they  have  several  indi- 
viduals whose  duty  it  is  to  get  out  circular  letters.  It 
is  easy  to  decide  on  a  daily  task  of  a  certain  number  of 
letters.  Another  group  in  this  same  department  may 
be  answering  inauiries,  and  since  no  one  knows  in 
advance  how  many  inquiries  will  be  received  each  day, 
no  one  can  say  how  many  should  be  answered.  How- 
ever, it  is  most  important  to  have  those  inquiries  handled 
promptly,  so  the  real  task  of  this  group  of  people  is 
to  answer  each  day  all  the  inquiries  received.  Their 
daily  task  is  then  expressed  in  numbers  of  inquiries 
received. 


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98  THE  GANTT  CHART 

The  daily  task  in  most  office  departments  can  be  ex- 
pressed in  one  of  these  two  ways,  i.e.,  by  a  definite  quan- 
tity per  day  or  by  the  amount  of  work  received  each  day. 
Of  course,  it  is  impossible  to  get  out  at  closing  time,  say, 
5  o'clock,  work  which  is  not  received  until  10  minutes  be- 
fore 5,  but  the  day  for  receiving  work  may  be  regarded 
as  ending  at  3  o'clock  or  possibly  at  noon,  while 
the  day  for  finishing  work  may  not  end  until  5  o'clock. 

In  a  purchasing  department,  for  instance,  the  task 
may  be  to  send  out  requests  for  quotations  or  purchase 
orders  by  5  o'clock,  covering  all  requisitions  received  up 
to  3  o'clock.  The  task  of  a  stenographic  department 
would  be  to  transcribe  before  closing  time  all  letters 
dictated  before  4  o'clock.  The  filing  department's  task 
would  be  to  get  into  their  proper  places  in  the  files  all 
papers  secured  from  the  various  office  departments  at 
9  o'clock  that  morning. 

In  order  to  get  things  done  on  time  in  an  office,  a 
department  head  or  office  manager  must  be  kept  advised 
continually  and  promptly  as  to  whether  or  not  those 
under  his  control  are  doing  their  work  on  time.  It  is 
also  his  duty  to  maintain  a  definite  standard  of  quality 
in  the  work  turned  out,  but  that  is  not  quite  so  difficult 
as  to  keep  the  work  up  to  date.  A  Progress  Chart  such 
as  is  illustrated  in  Figure  27  keeps  an  office  manager 
accurately  and  promptly  advised  as  to  the  status  of  the 
work  under  his  charge  and  enables  him  to  give  whatever 
assistance  may  be  necessary  to  those  behind  schedule. 

Sales  Quotas 

During  the  last  decade  sales  quotas  have  come  into 
such  general  use  that  it  is  no  longer  necessary  to  point 


THE  PROGRESS  CHART  99 

out  the  advantages  of  giving  a  salesman  a  definite  task. 
In  most  well-managed  sales  companies  today  the 
managers  and  salesmen  sit  down  together  and  agree 
upon  what  will  be  a  fair  quota  for  each  territory  or  indi- 
vidual. However,  a  satisfactory  method  of  showing  a 
comparison  between  actual  sales  and  quotas  is  not  so 
generally  understood  and  unless  this  comparison  is  con- 
stantly brought  to  the  attention  of  those  responsible  for 
sales,  much  of  the  value  of  the  quota  plan  is  lost. 

The  Progress  Chart  of  Sales  Quotas  (Figure  28) 
shows  how  the  sales  of  one  company  in  the  various 
districts  of  the  United  States  compared  with  the  quotas. 
It  is  evident  from  the  chart  that  the  sales  from  the 
southern  and  southwestern  states  had  fallen  very  far 
below  what  was  expected  and  the  attention  of  the 
management  was  turned  toward  an  investigation  of  the 
reasons  for  the  poor  business  in  those  states. 

Storeskeeping 

In  keeping  materials  or  finished  <yoods  in  stores, 
time  is  the  most  important  feature  to  be  taken  into  con- 
sideration, and  any  analysis  of  conditions  in  a  store- 
room must  be  expressed  in  terms  of  days,  months,  or 
years  as  well  as  in  quantities.  Information  that  there 
are  1,000  pieces  on  hand  is  not  of  nearly  so  much  value 
as  that  there  are  enough  pieces  on  hand  to  last  a  year  at 
the  normal  rate  of  usage. 

The  chart  illustrated  in  Figure  29  compares  the 
stock  on  hand  at  the  first  of  the  year  with  the  average 
sales  of  the  5  previous  years.  It  is  possible  to  see  at  a 
glance  that  they  were  out  of  stock  of  one  item,  that  on 
two  others  they  had  less  than  a  week's  supply,  and  that 


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104  THE  GANTT  CHART 

on  10  items  they  had  more  than  enough  to  last  for  3 
years.  In  one  extreme  case,  where  the  usage  was  small, 
they  had  enough  to  last  for  80  years. 

For  the  analysis  of  a  situation  of  this  kind  no  table 
of  figures  or  form  of  chart  can  convey  the  information 
in  so  illuminating  or  compact  a  way  as  the  Gantt 
Progress  Chart. 

Budgets  and  Expenses 

The  ability  of  an  executive  is  judged  to  a  consider- 
able extent  by  the  cost  of  doing  the  work  assigned  to  him. 
The  best  way  to  control  expenditures  is  to  keep  con- 
tinually before  those  who  authorize  them  a  comparison 
between  what  they  are  spending  and  what  they  should 
spend.  The  Gantt  chart  presents  such  records  more 
clearly  and  concisely  than  can  be  done  on  any  other 
type  of  chart  or  by  any  table  of  figures.  A  comparison 
of  actual  expenses  with  predetermined  expense  in  a 
foundry  is  shown  in  Figure  30.  The  first  line  indicates 
that  in  January  the  total  expenses  of  the  foundry 
amounted  to  about  90  per  cent  normal,  and  in  February 
60  per  cent.  The  succeeding  lines  show  which  depart- 
ments have  been  within  the  budget  and  which  have 
exceeded  it. 

A  Public  Service  Plant 

The  amount  of  coal  loaded  into  ships  by  a  large  coal 
pier  belonging  to  an  eastern  railway  was  not  considered 
satisfactory.  This  was  one  of  the  finest  coal  piers  on 
the  Atlantic  coast  and  it  appeared  to  be  in  good  repair. 
The  pier  was  known  to  be  capable  of  dumping  more 
than  40,000  tons  per  day,  so  that  figure  was  taken  as  the 


THE  PROGRESS  CHART  105 

capacity  of  the  pier  and  official  reports  for  2  weeks 
were  charted  (Figure  31).  The  "amount  actually 
dumped"  into  vessels  was  first  charted;  on  the  first  day, 
the  20th,  12,000  tons  were  dumped,  which  was  30  per 
cent  of  the  pier's  capacity.  The  chart  made  it  clear  that 
in  2  weeks  an  amount  of  coal  was  dumped  into  vessels 
which  could  have  been  dumped  in  3  days,  if  the  capacity 
of  the  pier  had  been  used. 

It  was  natural  to  expect  that  as  soon  as  this  fact 
was  presented  the  excuse  would  be  advanced  that  larger 
quantities  of  coal  had  not  been  dumped  either  because 
there  had  been  no  more  coal  in  the  yards  or  because 
there  had  been  no  more  vessels  in  the  harbor  ready  to  be 
loaded.  Therefore  information  was  taken  from  official 
reports  and  entries  were  made  on  the  chart  to  show 
how  much  coal  was  in  the  yards  which  served  the  pier 
and  the  tonnage  (the  coal-carrying  capacity)  of  the 
vessels  available  at  the  end  of  the  day. 

It  was  apparent  from  this  chart  that  the  amount  of 
coal  dumped  into  vessels  had  not  been  limited  at  any 
time  by  a  shortage  of  coal  in  the  yards  or  of  vessels  to 
receive  it,  and  that  the  responsibility  for  the  failure  of 
this  pier  even  to  approach  its  capacity  was  due  to  the 
management  of  the  pier  itself. 

Charts  for  Executives 

Modern  business  is  so  complicated  that  unless  an 
executive  takes  effective  steps  to  prevent  it,  he  will  be 
so  overwhelmed  by  detail  that  he  will  not  be  able  to 
discharge  the  real  duties  of  his  office.  Gantt  charts 
intelligently  handled  will  go  far  toward  clearing  his 
desk  for  action.     They  will  greatly  reduce  the  writing 


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THE  PROGRESS  CHART  109 

of  letters  and  wordy  reports ;  they  will  make  it  easy  to 
discover  inaccuracies  in  reports;  they  will  make  clear 
what  is  to  be  done  and  what  has  been  done. 

Since  the  task  of  an  executive  is  to  get  work  done 
and  the  Gantt  Progress  Chart  compares  the  work  done 
with  what  was  planned,  it  is  evident  that  this  chart  pro- 
vides a  method  of  measuring  the  service  rendered  by  an 
executive.  It  is  no  longer  necessary  to  depend  upon 
general  impressions  in  judging  the  ability  of  an  ex- 
ecutive, since  by  the  use  of  the  Gantt  chart  executive 
ability  is  capable  of  being  fairly  accurately  measured. 


CHAPTER  IX 

CHARTING  THE  AMERICAN  MERCHANT 

MARINE 

The  Shipping  Problem  During  the  War 

During  the  war  years  of  1917  and  1918  Gantt  charts 
were  of  great  value  in  getting  things  done  in  the  Ord- 
nance Department,  the  Navy,  the  Emergency  Fleet, 
the  Shipping  Board,and  other  government  departments. 
The  following  account  of  how  the  Gantt  chart  was 
applied  to  the  handling  of  ships  will  show  how  it  sim- 
plifies problems  of  the  greatest  magnitude  and  com- 
plexity. 

Even  before  the  entrance  of  the  United  States  into 
the  war,  shipping  had  undergone  great  changes;  the 
number  of  ships  at  sea  had  been  greatly  decreased  by 
losses  due  to  submarines  and  raiders  and  by  the  intern- 
ment of  German  vessels;  the  production  of  foodstuffs 
in  allied  countries  had  suddenly  decreased,  causing  a 
greater  demand  for  the  transportation  of  food  from 
overseas;  the  increased  production  of  war  materials  in 
Europe  created  a  greater  demand  for  raw  materials  and 
consequently  more  ships  to  carry  them;  the  menace  of 
the  submarine  made  it  necessary  to  convoy  all  vessels 
approaching  or  leaving  Europe,  causing  untold  delay; 
the  submarine  also  drove  all  sailing  vessels  and  all  slow 
steamers  from  the  North  Atlantic.  The  concentration 
of  millions  of  men  on  a  narrow  front  in  France  focused 

110 


THE  AMERICAN  MERCHANT  MARINE         111 

the  shipping  of  the  world  on  that  point  and  overtaxed 
existing  docking  facihties.  All  these  circumstances 
combined  to  cause  a  shortage  of  shipping  at  a  most 
critical  time. 

As  soon  as  the  United  States  entered  the  war,  steps 
were  taken  to  build  more  ships.  The  Shipping  Board 
was  created  and  it  formed  a  subsidiary  organization 
called  the  "Emergency  Fleet  Corporation"  to  build 
ships,  but  the  board  itself  operated  them.  The  period 
of  time  which  necessarily  had  to  elapse  before  new  ships 
could  be  built  made  the  use  of  the  existing  ships  even 
more  important,  if  that  were  possible,  than  the  building 
of  new  ones.  The  ships  already  at  sea  were,  of  course, 
going  to  whatever  ports  and  carrying  whatever  cargoes 
the  ship-owners  found  most  profitable.  Consequently, 
it  became  necessary  for  the  Shipping  Board  to  com- 
mandeer all  vessels  owned  or  leased  by  Americans  and 
to  charter  as  many  additional  vessels  as  possible  from 
foreign  nations. 

First  Methods  of  Keeping  Ship  Records 

The  handling  of  this  large  and  ever-growing  fleet 
was  a  stupendous  task — probably  the  most  difficult 
problem  which  had  ever  arisen  in  the  shipping  world. 

It  was  found  impossible  at  first  even  to  keep  track  of 
the  movements  of  vessels  in  general,  to  say  nothing  of 
determining  whether  they  were  on  the  right  jobs  and  do- 
ing their  work  efficiently.  For  a  time  there  was  little 
progress.  The  old  plan  of  tracing  ships  by  sticking 
pins  and  flags  on  large  maps  was  tried,  but  it  was  soon 
discovered  that  this  system  with  its  thousands  of  pins 
and  flags  was  so  cumbersome  that  it  was  impossible  to 


112 


THE  GANTT  CHART 


follow  the  movements  of  even  coastwise  vessels.  The 
most  serious  limitation  of  this  system  was  that  it  did 
not  take  any  account  of  time — a  flag  bearing  the  name 
of  a  steamer  and  stuck  in  a  port  gave  no  information 
as  to  how  long  the  steamer  had  been  there  or  where  it 
had  been  before  that. 

Card  records  were  next  tried,  but  there  was  such  a 
mass  of  information  and  it  was  so  difficult  to  secure  any 
comprehensive  idea  of  its  tendencies  or  to  visualize  what 
was  happening  that  the  information  remained  buried 
in  the  files. 

At  this  point  Mr.  Gantt  was  called  in.  He  first 
worked  out  a  simple  method  of  visualizing  what  the 
ships  were  doing  day  by  day  by  means  of  ship  move- 
ment charts  of  which  some  typical  specimens  are  de- 
scribed below. 

Ship  Movement  Charts 

A  right  angle  opening  to  the  right  indicated  that 
the  "Vesta"  arrived  in  Baltimore  on  the  27th,  coming 
from  Port  Arthur,  Texas,  loaded  with  oil  (Figure 
32).    She  left  Baltimore  on  the  28th  and  reached  Nor- 


NOV.  25              29 

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folk  on  the  2nd,  sailing  from  there  on  the  3rd  in  ballast. 
After  6  days  at  sea,  she  arrived  at  Port  Arthur  and 
sailed  from  there  on  the  12th  with  oil  for  Norfolk. 

The  "Kronstad,"  a  Norwegian  vessel  chartered  by 


THE  AMERICAN  MERCHANT  MARINE  113 


the  United  States  government,  sailed  from  New  York 
with  a  general  cargo  and  on  the  14th  arrived  at  Car- 
denas, on  the  north  coast  of  Cuba,  dropping  anchor  in 
the  roadstead  because  she  drew  too  much  water  to  enter 
the  harbor  or  tie  up  to  the  wharf  (Figure  33) .    By  the 


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next  day  she  had  loaded  all  the  sugar  in  the  warehouses, 
but  her  hold  was  not  yet  filled,  so  she  weighed  anchor 
and  steamed  to  Caibarien  and  took  on  enough  to  make 
a  full  cargo. 

On  the  18th,  the  "Kronstad"  sailed  for  New  York, 
which  she  reached  on  the  24th.  After  discharging  part 
of  her  cargo  at  a  refinery  there,  she  steamed  up  through 
the  Sound  to  Boston,  where  she  discharged  the  re- 
mainder of  the  sugar.  She  then  came  back  to  New 
York  for  a  general  cargo,  but  not  being  able  to  pick 
up  enough  to  fill  up  her  holds,  she  went  down  to  Nor- 
folk and  took  on  coal. 

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bor of  Matanzas  where  she  lay  at  anchor  4  days  while 
bags  of  sugar  were  loaded  from  lighters.  On  the  24th, 
she  was  back  in  New  York,  on  the  30th  at  Boston,  and 
on  the  2nd  she  sailed  for  Cuba  in  ballast. 


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116  THE  GANTT  CHART 

To  summarize:  In  the  53  days  from  April  10  to 
June  2  the  "Kronstad"  spent  18  days  at  sea  on  two 
round  trips  to  Cuba,  9  days  in  sugar  ports,  and  27  days 
in  and  around  United  States  ports  discharging  and 
picking  up  cargoes,  and  this  at  a  time  when  the  Ameri- 
can people  were  on  rigorous  sugar  rations. 

These  Ship  Movement  Charts  showed  the  facts 
clearly,  with  few  words  and  in  little  space.  The  number 
of  ships  whose  movements  were  recorded  in  this  way 
(see  Figure  34)  was  rapidly  increased  until  the  arrivals 
and  departures  of  12,000  vessels  were  kept  on  record. 

Harbor  Performance  Charts 

While  the  movements  of  vessels  from  port  to  port 
were  being  followed  in  New  York  and  Baltimore,  charts 
were  being  made  of  what  the  vesssels  were  doing  in  port 
day  by  day.  Of  these  harbor  performance  charts  the 
following  are  typical: 

A  certain  British  steamer  with  a  general  cargo  from 


15       16      n      18       19     20      21 


22     23     24    25 


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Figure  35.     Chart  of  a  British  Steamer  in  Harbor  of 
Baltimore 

Liverpool  entered  the  harbor  of  Baltimore  on  the  15th, 
as  is  indicated  by  the  angle  opening  to  the  right  ( Figure 
35) .  She  went  immediately  to  her  berth  and  began  dis- 
charging her  cargo  the  same  day.  The  light  line  shows 
that  the  unloading  took  a  little  over  3  days  and  was 
completed  on  the  18th.    On  the  19th  she  filled  her  bun- 


THE  AMERICAN  MERCHANT  MARINE 


117 


kers  with  coal  and  began  loading  on  the  20th,  as  is 
shown  by  the  heavy  line.  On  the  25th  she  sailed  with 
a  general  cargo  for  Liverpool. 

This  was  a  good  record,  for  she  had  been  in  the  har° 
bor  only  9  full  days  and  in  that  time  she  had  discharged 
her  cargo,  bunkered,  and  loaded  another  cargo  without 
a  single  idle  day. 

Contrast  that  record  with  this  (Figure  36)  : 


15       19     20     21      22    23    24 

25,    26     27     26     29     30     31  | 

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Figure  36.     Chart  of  a  Danish  Sailing  Ship  in  Harbor  of 

Baltimore 


On  the  18th  a  large  full-rigged  ship,  a  Danish  ves- 
sel, entered  Baltimore  harbor.  She  dropped  anchor  in 
Canton  Hollow  and  waited  for  permission  to  move  to 
a  dock  to  unload. 

She  dried  her  sails,  the  sailmaker  mended  a  few  that 
had  been  strained  off  Hatteras,  new  ropes  were  spliced, 
the  painters  were  busy  on  her  hull — all  sorts  of  odd 
jobs  were  done  while  she  waited.  After  11  days  of  idle- 
ness orders  were  received  and  a  tug  came  alongside  and 
she  moved  slowly  to  her  pier.  She  spent  the  rest  of  that 
day  unloading  ballast  from  one  of  her  holds,  as  shown 
by  the  circles  for  idleness  and  the  V  for  ballast.  The 
next  morning  a  big  force  of  longshoremen  began  un- 


118 


THE  GANTT  CHART 


loading  her  cargo  of  3,000  tons  of  manganese,  which 
she  had  taken  on  at  Rio. 

The  following  day  she  spent  waiting  for  ballast  to 
keep  her  on  an  even  keel  and  then  for  2  days  double 
shifts  of  men  unloaded  the  remainder  of  the  manganese. 
On  the  3d  a  tug  towed  her  to  a  shipyard  and  2  days  were 
spent  on  a  repair  to  her  hull.  Saturday  afternoon,  the 
4th,  she  was  towed  out  of  the  repair  yard.  Sunday  and 
Monday  were  spent  taking  on  a  cargo  of  coal  for  Rio; 
Tuesday  no  labor  could  be  secured;  Wednesday  she 
completed  loading  the  coal.  Then  she  anchored  in  the 
harbor  again  and  waited  for  permission  to  sail.  For 
8  days  she  tugged  at  her  anchor  before  her  orders  came, 
then  she  dropped  down  the  stream  and  started  on  her 
long  voyage  back  to  Rio. 

To  summarize:  She  had  been  in  port  30  days;  only 
3  days  had  been  used  in  discharging  her  cargo,  2  in 
repairs,  and  3  in  loading  an  outward  cargo ;  she  had  been 
idle  22  days. 

Here  is  another  actual  case  in  New  York  Harbor 
(Figure  37)  : 


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Figure  37,     Chart  of  a  Steamer  in  New  York  Harbor 


On  the  23rd  a  large  steamer  passed  Sandy  Hook, 
coming  in  from   Brazil,   anchored   off  the    Statue   of 


THE  AMERICAN  MERCHANT  MARINE         119 

Liberty,  and  waited  for  a  pier  9  days.  She  then  went 
to  a  Brooklyn  dock  and  for  a  day  and  a  half  loaded  a 
cargo;  for  2  days  she  was  idle  for  some  unknown  reason; 
2^/2  days  were  spent  in  idleness  because  there  was  no 
more  cargo  ready  to  load.  She  then  moved  to  a  pier  at 
Constable  Hook;  for  3  days  she  loaded  case  oil;  she 
was  idle  for  half  a  day;  then  loaded  for  a  day  and  a 
half;  and  was  idle  again  for  a  day  and  a  half  (Satur- 
day afternoon  and  Sunday).  She  loaded  for  another 
day  and  half  and  then  moved  away  from  her  pier  and 
anchored  off  Tompkinsville.  There  she  stayed  idle  for 
10  days,  waiting  for  her  sailing  orders. 

This  steamer  had  been  in  port  5  weeks  and  only  8 
days  had  been  spent  in  loading  her  cargo. 

The  Task  of  the  Shipping  Board 

While  this  information  as  to  the  movement  of  ships 
both  at  sea  and  in  port  was  being  collected,  Mr.  Gantt 
was  helping  to  solve  the  bigger  problem  of  what  the 
ships  ought  to  be  doing.  The  three  jobs  to  be  done 
were,  in  the  order  of  their  importance : 

1.  To   carry  troops,   munitions,   and   supplies   to 

France  and  food  to  the  Allies  in  Europe. 

2.  To  import  into  this  country  the  necessary  food 

and  the  raw  materials  needed  for  the  manu- 
facture of  munitions. 

3.  To  export  to  foreign  countries  the  things  they 

had  to  have  in  order  to  produce  the  raw  mate- 
rials needed  by  the  United  States. 

The  ships  which  carried  troops,  munitions,  and  sup- 
plies to  France  were  operated  by  the  army,  but  the  ves- 


120  THE  GANTT  CHART 

sels  under  its  control  were  inadequate.  It  was  there- 
fore important  for  the  Shipping  Board  to  bring  in  the 
necessary  imports  with  as  few  ships  as  possible  and  to 
turn  over  all  others  to  the  army. 

The  export  problem  was  also  important;  for  in- 
stance, to  get  nitrate  for  munitions  and  agricultural 
purposes  from  the  mines  of  northern  Chile,  it  was  neces- 
sary to  supply  the  coal  and  fuel  oil  needed  to  operate 
the  mines  and  the  railroads  which  brought  the  nitrate 
to  the  coast.  Before  manganese  for  armor-plate  steel 
could  be  brought  from  Brazil,  coal  had  to  be  sent  for 
their  railroads  and  coastwise  shipping.  If  agricultural 
machinery  and  coal  were  not  shipped  to  the  Argentine, 
that  country  could  not  send  wheat  or  meat  to  the  Allies. 
This  problem  was  important,  but  it  was  not  particularly 
difficult,  because  export  requirements  were  very  much 
smaller  than  import  requirements  and  cargoes  could  be 
carried  out  by  vessels  which  were  going  after  necessary 
imports. 

The  Import  Problem 

The  hardest  task  before  the  Shipping  Board  was  this 
import  problem: 

1.  What  had  to  be  imported  in  order  to  manufac- 

ture munitions  and  to  feed  the  people? 

2.  What  raw  materials  produced  in  this  country 

could  be  substituted  for  those  which  had  here- 
tofore been  imported? 

3.  When  would  these  things  be  needed  by  the  vari- 

ous government  departments,  manufacturers, 
and  consumers? 


THE  AMERICAN  MERCHANT  MARINE  121 

No  one  knew  the  answers  to  these  questions  and  it 
seemed  a  superhuman  task  to  secure  such  information. 
Nothing  of  the  kind  had  ever  been  heard  of  in  the  ship- 
ping world,  but  nevertheless  it  was  done.  Experts  were 
called  together  from  universities,  trade  organizations, 
and  government  departments  and  they  put  into  con- 
crete form  the  task  before  the  Shipping  Board.  About 
a  hundred  different  commodities  were  found  to  be  abso- 
lutely necessary  and  the  amounts  needed  month  by 
month  were  determined.  The  list  was  short  but  the 
quantities  were  staggering;  2,000,000  long  tons  of  ni- 
trate were  required  per  year  and  between  3,000,000  and 
4,000,000  tons  of  sugar.  Moving  such  quantities  in 
ships  with  average  capacities  of  between  3,000  and  4,000 
tons  seemed  impossible. 

When  the  necessary  commodities  and  the  proper 
quantities  had  been  determined,  these  requirements  had 
to  be  translated  into  terms  of  individual  ships  and  their 
cargoes : 

1.  What  ships  were  available  to  bring  in  these  im- 

ports? 

2.  What  could  they  be  expected  to  do  per  month 

or  year? 

3.  What  commodities  could  be  secured  from  near- 

by countries  which  had  heretofore  been 
brought  from  ports  several  thousand  miles 
away? 

The  lists  of  available  ships  were  easily  made  up,  but 
the  answer  to  the  second  question  was  not  so  quickly 
arrived  at.  No  two  vessels  seemed  to  do  a  job  in  the 
same  way,  so  it  was  useless  to  estimate  the  time  required 


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Requirements 
Estimated  Del/vei 
Actual  Deliveries 

A.D.  Bordes 

Admiral  Soodr/ch 

Aikoku  Maru 

Alice  A  Leigh 

Almendral 

Alvarado 

Amsteldiik 

Ancon 

Annam 

Antoinette 

Artemis 

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124  THE  GANTT  CHART 

for  a  "turnaround,"  as  a  round  trip  is  called  in  shipping 
circles,  by  figuring  the  distance,  the  speed,  and  the 
possible  time  of  loading.  The  only  information  whicLi 
was  of  any  value  was  a  record  of  what  had  actually  been 
done  in  the  past.  Accordingly,  charts  were  drawn 
showing  turnarounds  based  on  averages  of  all  voyages 
for  which  accurate  records  were  available  and  they  pro- 
vided a  fairly  dependable  basis  for  forecasting  the  dates 
on  which  vessels  could  be  expected  to  discharge  their 
cargoes. 

Ship  Charts  of  Commodities 

One  of  the  most  important  commodities  to  be 
brought  into  the  country  was  nitrate,  for  it  was  used  in 
the  manufacture  of  nearly  all  explosives  as  well  as  for 
agricultural  purposes,  and  neither  the  munitions  nor 
the  food  programs  could  proceed  without  it.  The  large 
deposits  in  the  northern  part  of  Chile  were  the  only 
source  of  supply  and  the  nitrate  was  needed  in  the  cen- 
tral and  eastern  states,  so  vessels  had  to  come  up  the 
west  coast  of  South  America  through  the  Panama  Canal 
to  Atlantic  ports  from  Norfolk  to  Boston. 

The  quantities  required  varied  from  178,000  long 
tons  in  January  to  116,000  in  August.  These  require- 
ments were  entered  at  the  top  of  a  chart  (see  Figure 
38)  and  immediately  below  them  were  shown  the  esti- 
mated deliveries,  i.e.,  the  tons  of  nitrate  which  could 
be  delivered  by  the  vessels  chartered  for  that  purpose. 
The  first  charts  for  nitrate  were  made  up  in  February, 
1918,  and  they  made  it  clear  that  the  vessels  then  on  the 
nitrate  trade  could  not  bring  in  more  than  half  of  the 
requirements.     The  charts  caused  the  assignment  of 


THE  AMERICAN  MERCHANT  MARINE  125 

additional  vessels  to  the  trade,  but  the  average  turn- 
around to  North  Atlantic  ports  was  66  days.  Conse- 
quently it  was  not  until  May  that  the  arriving  vessels 
unloaded  anywhere  near  a  month's  supply.  At  the  end 
of  July  sufficient  vessels  had  been  chartered  to  meet 
our  requirements  up  to  the  middle  of  November  and 
there  was  ample  time  to  assign  additional  vessels  to 
bring  in  the  total  yearly  requirements. 

The  next  line  showed  actual  deliveries,  which  were, 
at  the  end  of  July,  2  months  behind  schedule. 

Below  these  lines  showing  deliveries  there  was  a  list 
of  steamers  and  sailing  vessels  on  the  nitrate  trade. 
During  a  good  part  of  the  year  over  ninety  vessels  were 
engaged  in  this  trade.  The  amount  of  nitrate  which 
each  ship  could  carry  was  shown  alongside  the 
name,  and  under  the  proper  week  and  month  an  angle 
indicated  the  date  of  arrival  and  figures  showed  the  tons 
of  nitrate  actually  delivered.  Angles  without  figures 
indicated  expected  arrivals. 

Charts  of  this  kind  were  made  up  for  all  of  the  com- 
modities which  were  imported  in  large  quantities.  They 
showed  the  progress  made  toward  meeting  the  require- 
ments; they  emphasized  the  necessity  of  allocating  ves- 
sels to  bring  in  specific  commodities;  and,  when  vessels 
were  allocated,  they  showed  what  effect  that  action 
would  have  on  meeting  requirements. 

Individual  Commodity  Charts 

Many  of  the  one  hundred  necessary  commodities 
were  brought  in  in  part  cargoes  and  from  various  parts 
of  the  world.  In  order  to  emphasize  the  savings  in 
ships'  time  by  importing  from  nearby  countries,  each 


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Requirements 

Actual  Deliveriei, 

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2  Easf  Indian 

J  Dntish  maiart 

4  Australian 

5  Hawaiian 

6  Amazon /'art 

7  CenfmlBmylian 

8  LaPlafa 

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11  Peruvian 

12  Caribbean 
myiesf  Indies 

14  Mexican  6ulf 

15  Pacific  Mexico 

16  Arabian 

n  Easf  African 

18  Soufh  African 

19  West  African 

20  Mediterranear\ 
ZILzvQnt 

22  Channel 

23  Scandinavian 

24  Arcfic  Russia 

25  dreenland 

26  Canadian  At/am 
71  Canadian  Pacif 

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130  THE  GANTT  CHART 

of  these  commodities  was  shown  on  a  separate  chart. 
Figure  39  illustrates  how  the  importation  of  castor 
beans  stood  on  August  31.  The  requirements  amounted 
to  10,000  long  tons  a  year,  or  883  per  month,  and  when 
the  chart  was  reproduced  enough  had  been  received  to 
last  at  that  rate  until  October  of  the  following  year. 
Accordingly,  no  further  import  licenses  were  issued  for 
castor  beans  and  the  vessels  coming  in  from  the  various 
trade  regions  carried  other  necessary  commodities. 

Summary  of  Imports 

In  order  to  present  the  import  situation  so  that  it 
could  be  grasped  as  a  whole,  all  of  the  necessary  com- 
modities were  listed  alphabetically  on  a  set  of  charts 
with  the  total  at  the  top  of  the  first  sheet  (see  Figure 
40).  The  first  commodity,  ammonia,  was  almost  7 
months  behind  schedule,  for  although  575  tons  were 
required  per  month,  only  about  100  tons  had  been  re- 
ceived. Antimony  metal  was  a  month  and  a  half  behind 
the  schedule,  although  some  had  been  received  every 
month  as  indicated  by  the  light  lines.  Of  the  antimony 
ore  only  2  months'  supply  had  been  received  during  the 
7  months. 

Although  the  requirements  for  bananas  were  30,700 
tons  per  month,  in  the  first  7  months  in  1918  enough 
had  been  imported  to  meet  the  requirements  for  a  year 
and  a  half.  The  vessels  engaged  in  this  trade  were 
large,  swift,  seaworthy,  and  equipped  with  refrigerator 
compartments  and,  therefore,  ideal  for  carrying  meat  to 
the  troops  in  France.  The  chart  made  it  plain  that  these 
banana  boats  should  be  taken  off  the  West  Indies  trade 
and  assigned  to  the  army  for  trans-Atlantic  service. 


THE  AMERICAN  MERCHANT  MARINE         131 

At  the  top  of  this  chart  the  total  requirements  and 
dehveries  were  shown  and  the  heavy  Hne  indicated  that 
at  the  end  of  July  requirements  had  not  only  been  met, 
but  slightly  exceeded.  The  light  lines  showed  that  in 
January  and  February  the  deliveries  had  been  consider- 
ably short  of  requirements,  but  the  assignment  of  ves- 
sels to  specific  tasks  and  the  embargoes  placed  on  un- 
necessary commodities  brought  in  during  March  the 
amount  required  and  in  the  three  succeeding  months 
more  than  was  needed — the  surplus  just  balancing  the 
shortage  for  January  and  February.  It  was  clear  at 
that  time  that  there  were  more  ships  engaged  in  the  im- 
port trade  than  were  necessary  and  accordingly  a  large 
number  of  them  were  turned  over  to  the  army  with  the 
result  that  in  July  there  was  only  a  slight  surplus  of 
imports.  In  other  words,  the  Shipping  Board  was  mak- 
ing progress  in  its  task  of  bringing  in  the  necessary 
imports  with  as  few  ships  as  possible. 

Individual  Trade  Region  Charts 

In  order  to  get  better  control  over  the  cargoes  car- 
ried, the  world  map  was  divided  into  27  trade  regions 
and  for  each  region  a  set  of  charts  was  made  up  show- 
ing what  commodities  were  required  from  that  region, 
in  what  amounts,  and  the  progress  made  in  meeting  the 
requirements.  The  chart  of  the  East  Asian  region  (see 
Figure  41)  made  it  clear  that  at  the  end  of  July  the 
imports  were  almost  a  month  ahead  of  schedule  and 
pointed  out  the  shortages  and  oversupply  of  the  various 
commodities. 

When  a  ship  was  chartered  for  a  voyage  to  any  trade 
region,   it   was   possible   by   consulting   this   chart   to 


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135 


136  THE  GANTT  CHART 

advise  the  agents  as  to  what  commodities  should  be 
brought  back  on  her  return  trip. 

Summary  of  Trades 

The  allocation  of  ships  to  the  various  trades  was 
the  key  to  the  successful  handling  of  the  import  prob- 
lem. A  Summary  of  Trades  Chart  (see  Figure  42) 
was  drawn  to  show  how  the  requirements  from  all  the 
trade  regions  had  been  met.  As  was  shown  in  Figure 
41,  the  deliveries  from  the  first  trade  region,  East  Asia, 
were  nearly  a  month  ahead  of  schedule ;  the  East  Indian 
deliveries  were  nearly  4  months  ahead,  and  the 
Hawaiian  3  months  behind  schedule.  When  a  steamer 
arrived  in  this  country  from  Singapore,  in  the  East 
Indian  region,  the  chart  made  it  evident  that  she  should 
be  allocated  to  the  Australian  or  Hawaiian  trade  in- 
stead of  being  sent  back  to  Singapore. 

The  line  showing  totals  at  the  top  of  this  chart  ad- 
vised those  in  charge  of  the  allocation  of  ships  whether 
or  not  they  could  turn  over  more  ships  to  the  army  for 
the  transportation  of  troops  and  supplies.  It  showed 
how  well  their  handling  of  the  vessels  controlled  by  the 
Shipping  Board  met  the  import  requirements.  A  sin- 
gle line  measured  the  service  rendered  by  the  entire 
American  Merchant  Marine. 

These  charts  as  used  in  the  Shipping  Board  showed 
the  facts  clearly  and  assembled  those  facts  in  such  a 
way  that  they  pointed  to  definite  action.  But  at  the 
same  time  they  pointed  clearly  to  the  responsibility  for 
lack  of  action.  In  September,  1918,  the  sources  of 
information  for  the  charts  were  shut  off. 


CHAPTER  X 

CONCLUSION 

Facts  in  Their  Relation  to  Time 

The  Gantt  chart  shows  facts  in  their  relation  to  time, 
emphasizing  their  movement  through  time,  and  there- 
fore compels  a  man  to  take  action  based  on  the  facts 
shown  just  as  if  he  were  responding  to  a  force  of  mo- 
tion. 

The  use  of  Gantt  charts  makes  it  necessary  to  have 
a  plan;  they  compare  what  is  done  with  what  was 
planned;  they  show  the  reasons  why  performance  falls 
short  of  the  plan ;  they  fix  responsibility  for  the  success 
or  failure  of  a  plan ;  they  are  remarkably  compact ;  they 
are  easy  to  draw  and  easy  to  read;  they  visualize  the 
passing  of  time,  and  therefore  help  to  reduce  idleness 
and  waste  of  time;  they  measure  the  momentum  of  in- 
dustry. 

Uses  of  the  Various  Gantt  Charts 

The  Layout  Chart  helps  to  plan  work  so  as  to  make 
the  best  possible  use  of  the  available  men  and  machines 
and  also  so  to  arrange  orders  as  to  secure  whatever  de- 
liveries may  be  desired  within  the  capacity  of  the  plant. 
The  Load  Chart  keeps  executives  advised  as  to  the 
amount  of  work  ahead  of  the  plant  and  enables  them 
to  co-ordinate  workmen,  equipment,  processes,  orders, 
and  prices.  The  Progress  Chart  helps  to  get  work  done 
by  showing  a  comparison  of  what  is  done  with  what 

137 


138  THE  GANTT  CHART 

should  have  been  done  and  enables  the  executive  to  fore- 
see future  happenings  with  considerable  accuracy.  It 
shows  the  effect  of  past  decisions  and  points  out  the 
action  which  should  be  taken  in  the  future. 

The  Man  and  Machine  Record  Charts  show  whether 
management  is  good  or  bad : 

1.  Are  the  machines  being  run  all  day? 

2.  Are  the  men  doing  a  full  day's  work? 

3.  If  not,  what  are  the  reasons? 

The  answers  to  these  questions  are  the  ultimate  facts 
in  regard  to  the  management  of  any  manufacturing 
plant.  If  the  men  and  machines  are  doing  a  full  day's 
work,  it  is  obvious  that  all  the  other  details  in  the  man- 
agement of  the  plant  are  being  taken  care  of  on  time. 
Shop  orders,  production  cards,  layout  charts,  and 
reports  of  all  kinds  are  merely  a  part  of  the  mecha- 
nism which  leads  up  to  or  follows  the  Man  and 
Machine  Record  Charts.  They  measure  the  service 
rendered  by  the  workman,  the  foreman,  and  the  manage- 
ment. 

Each  day  when  a  man  fails  to  do  a  fair  day's  work 
the  reason  is  shown  on  a  Man  Record  Chart.  If  that 
failure  is  due  to  absence,  slowness,  or  avoidable  mistakes, 
it  is  the  fault  of  the  workman,  but  if  his  failure  is  due 
to  lack  of  instruction,  to  tool  troubles,  or  to  a  machine 
in  need  of  repairs,  the  fault  is  with  the  management. 
This  chart,  therefore,  measures  the  service  rendered  by 
the  individual  workman  and  also  the  use  the  manage- 
ment makes  of  his  service.  The  Machine  Record  Chart 
measures  the  ability  of  the  management  to  make  satis- 
factory use   of  the   equipment   at  its   disposal.     The 


CONCLUSION  139 

Progress  Chart  shows  how  well  the  management  is  or- 
ganized to  get  work  done. 

General  Benefits  of  Gantt  Charts 

In  the  previous  chapters  Gantt  charts  have  been 
shown  as: 

1.  A   simple   and   effective   method   of   planning 

work. 

2.  A  way  of  presenting  facts  so  that  they  can  be 

easily  understood. 

3.  A  means  of  eliminating  idleness  and  waste. 

4.  A  method  of  getting  things  done  on  time. 

But  Gantt  charts  stand  for  something  more  than 
that,  for  where  they  have  been  in  use  for  some  time  one 
will  find: 

1.  Machines  and  equipment  in  good  condition. 

2.  Floor  space  arranged  for  use;  neither  cluttered 

up  with  unnecessary  things  nor  arranged  for 
appearance  only. 

3.  Work  moving  rapidly  from  one  operation  to 

another  without  confusion. 

4.  Large  reductions  in  inventories  of  raw  mate- 

rials, work  in  process,  and  finished  goods,  be- 
cause of  the  shortening  of  manufacturing 
time. 

5.  Increased  production — not  through  speeding  up 

workmen  but  by  removing  the  obstacles  which 
prevent  them  from  doing  their  best. 

6.  Reduced  costs,  because  of  the  elimination  of 

idleness  and  waste  as  well  as  improvements  in 
processes. 


140  THE  GANTT  CHART 

7.  Men  in  subordinate  positions  willing  to  shoulder 

responsibility  instead  of  "passing  the  buck," 
because  they  have  definite  duties  and  clear-cut 
jobs. 

8.  Courage  and  initiative  stimulated,  because  men 

know  they  will  get  fair  play. 

9.  No    favoritism    or    special    privilege,    because 

every  man's  record  can  be  seen  by  others. 

10.  Satisfied    workmen,    because    the    delays    over 

which  they  have  no  control  are  few  and  they 
are  left  free  to  do  a  full  day's  work  and  there- 
fore earn  better  wages. 

11.  Poor  workmen  trained  and  developed  until  they 

make  good. 

12.  Promotions  going  to  men  who  know  their  jobs 

and,  therefore,  an  organization  being  built  up 
of  men  who  "know  what  to  do  and  how  to  do 

it. 

13.  Men  interested  in  their  work,  not  only  because 

of  the  wages  but  because  they  have  an  oppor- 
tunity to  increase  their  knowledge  and  im- 
prove their  skill. 

Seeing  such  changes  take  place  in  one  plant  after 
another,  watching  arbitrary  management  become  demo- 
cratic and  finding  workmen  not  only  interested  in  their 
work  but  proud  of  it,  strengthens  the  conviction  that 
the  Gantt  chart  is  the  most  notable  contribution  to  the 
art  of  management  made  in  this  generation. 


Appendix 


APPENDIX  A 

HOW  A  MANAGER  USES  GANTT  CHARTS 

By  Frank  W.  Trabold 

Many  years'  experience  as  an  executive  in  an  industrial  plant 
during  which  time  I  operated  both  with  and  without  production  and 
control  charts  convinces  me  that  any  executive  operating  without 
control  charts  of  some  satisfactory  character  in  any  plant  that  is 
more  than  a  one-man  proposition  must  of  necessity  be  woefully 
ignorant  of  the  actual  conditions  surrounding  the  work  over  which 
he  has  supervision.  An  executive  without  control  charts  can  have 
but  little  idea  of  the  potentialities  in  either  sales  or  production, 
and  when  his  operations  show  a  profit  it  is  usually  because  he  is 
lucky  enough  to  be  in  an  industry  where  competition  is  not  keen  or 
to  have  an  organization  of  subordinates  of  unusual  ability. 

Such  a  position  is  at  best  hazardous  and  a  reliance  on  good  luck 
may  be  disastrous.  Eventually  competition  stiffens,  and  men  are 
lost  through  one  reason  or  another.  A  change  in  the  financial  con- 
trol will  almost  invariably  affect  such  an  organization.  Consolida- 
tions cause  changes  in  departmental  heads  and  their  staffs  are 
frequently  disorganized,  with  a  resultant  chaos  which  is  very  diffi- 
cult to  correct  and  the  true  causes  of  which  it  is  difficult  even  to 
discern.  Where  no  control  charts  exist,  straightening  out  processes 
are  practically  fresh  starts  without  the  value  of  previous  experience 
being  available. 

One  frequently  hears  from  operating  executives  who  do  not  use 
charts  and  do  not  "need"  them  certain  comments  on  the  futility  of 
"getting  in  an  efficiency  man  at  the  cost  of  several  thousand  dollars 
who  did  nothing  except  show  a  mass  of  charts  indicating  how  poorly 
a  good  business  was  being  run."  I  must  confess  that  in  my  early 
days  in  operating  a  plant  I  too  scoffed  at  these  specialists  whom  I 
regarded  as  charlatans  who  through  claims  of  superior  knowledge 
drew  down  big,  fat  fees  and  went  their  way  to  the  next  gullible 

143 


144  APPENDIX 

owner  who  would  take  them  on  long  enough  to  find  out  he  must 
finally  place  his  dependence  on  his  "tried  and  true"  crew.  Now, 
however,  I  know  from  experience  that  just  as  there  are  good  and 
poor  tool-makers,  good  and  poor  stenographers,  good  and  pool 
foremen,  good  and  poor  floor-sweepers,  and  -good  and  poor  policies 
inaugurated  by  the  high  officials,  so  there  are  good  and  poor  men 
engaged  in  the  installation  of  production  and  control  systems. 
Moreover,  I  know  from  years  of  operation,  first  with  an  entire 
absence  of  charts  and  then  with  a  fairly  good  assortment  of  charts, 
that  I  would  never  again  even  hope  to  get  along  intelligently  with- 
out them. 

For  years  as  a  sales  manager  I  had  to  wait  every  month  for  the 
report  as  to  what  time  I  could  promise  delivery,  and  this  statement 
as  a  rule  was  not  obtainable  until  about  the  tenth  of  the  month 
covering  conditions  in  the  plant  load  as  of  the  end  of  the  preceding 
month.  Usually  accompanying  this  report  would  be  a  caution  to 
exercise  care  in  the  use  of  this  information,  as  in  the  time  required 
to  make  it  up  conditions  had  so  changed  through  the  receipt  of 
orders  as  to  necessitate  a  further  survey  of  the  work  ahead  in  the 
light  of  any  promise  which  had  to  be  kept.  Better  to  have  said  the 
report  was  "no  good"  or,  much  better,  to  have  saved  the  time  and 
expense  in  preparing  it  at  all  simply  because  custom  demanded  that 
a  positive  delivery  promise  be  furnished  with  each  estimate  given  the 
sales  department  for  quotation  to  customers.  Frequently  in  periods 
of  months  these  estimates  averaged  some  25  per  day.  Imagine  the 
work  involved  in  surveying  the  production  possibilities  of  equipment 
25  times  per  day,  and  imagine  still  further  the  utter  lack  of  de- 
pendability in  such  promises  when  this  work  in  a  plant  containing 
some  200  producing  machines  of  various  types  was  delegated  to  a 
single  individual  who  besides  this  "promise"  making  had  many 
other  things  to  do !  Still  we  went  on — and  profitably,  but  how 
profitably  in  comparison  with  the  possibilities  can  somewhat  be 
gaged  by  the  fact  that  later,  during  the  stress  of  the  war  period 
with  all  its  varieties  of  causes  retarding  production,  the  actual  pro- 
duction in  all  departments  of  the  plant  in  question  increased 
materially  over  pre-war  periods. 

The  eventual  installation  of  Gantt  Load  Charts  showed  always 
and   instantly   just   how   many   days'   work   was    assigned   to    each 


HOW  A  MANAGER  USES  GANTT  CHARTS       145 

machine.  If  on  July  1  a  specific  class  of  machine  was  shown  to 
be  loaded  until  September  15,  it  was  obvious  that  no  further  work 
could  be  started  until  September  16.  All  orders  were  charted  as 
they  came  in.  By  this  means  we  avoided  the  giving  of  delivery 
promises  out  of  all  reason  in  comparison  with  what  could  be  accom- 
plished, nor  were  we  longer  subject  to  a  sales  department  represen- 
tative's inveigling  a  shop  foreman  into  giving  a  promise  that  was 
impossible  of  performance  without  setting  some  other  obligation 
aside.  It  permitted  an  intelligent  promise  to  be  promptly  made  and 
allowed  correspondence,  formerly  held  up  for  days  while  "working 
up  a  promise/'  to  be  promptly  dispatched.  As  the  charts  were 
adjusted  each  week  to  cover  the  manufacturing  contingencies  con- 
stantly arising,  and  as  blueprints  were  taken  off  and  furnished 
to  those  concerned,  the  entire  organization  was  kept  acquainted 
with  the  current  plant  condition. 

Furthermore,  these  charts  always  showed  clearly  and  unmis- 
takably work  on  which  execution  had  failed ;  they  made  plain  what 
classes  of  equipment  were  being  loaded  too  far  in  the  future  for 
safety ;  guided  policies  as  to  the  wisdom  of  taking  on  new  customers ; 
showed  the  expediency  of  overtime  or  night  shifts;  raised  the 
question  of  proper  equipment  balance;  and  in  case  of  low  loads 
stimulated  the  sales  activity.  They  also  automatically  prevented 
the  jams  which  all  uncharted  shops  are  continually  getting  into, 
and  by  their  use  work  was  always  charted  in  accordance  with  con- 
tract promise.  For  a  given  quantity  and  a  given  time,  the  estimated 
production  time  is  charted.  When  charted  the  performance  is 
gaged,  and  ordinarily  accomplished. 

Within  the  past  year  I  attended  a  gathering  of  department 
heads  of  a  plant  in  Chicago  where  a  most  interesting  instance  of  the 
necessity  for  chart  control  developed.  A  certain  forging  called  a 
"cutter  head"  had  been  sold  on  the  basis  of  delivery  of  approxi- 
mately 300  per  day.  The  job  was  easy  of  accomplishment  by  the 
forging  department,  but  the  contract  provided  for  a  machine  opera- 
tion, and  only  through  the  desire  of  a  conscientious  department 
head  to  seek  relief  was  it  disclosed  that  the  machine  equipment 
available  could  produce  no  more  than  some  70  per  day.  For  months 
the  customer  complained,  the  sales  department  "kept  after"  the 
shop,  and  the  shop  promised  to  do  better,,    Of  course,  it  is  plain  that 


146  APPENDIX 

all  the  operations  should  have  been  investigated  in  the  first  instance, 
but  they  were  not.  If  charting  had  prevailed  in  this  plant,  the 
inability  to  meet  the  service  required  would  have  been  apparent 
before  starting  the  job,  merely  through  the  plain  fact  that  300 
could  not  be  squeezed  into  a  70  line. 

My  first  real  respect  for  outside  chart  men  was  born  when  it 
was  proved  to  me  beyond  a  doubt  that  the  idleness  of  the  equipment 
in  a  plant  under  my  supervision  was  three  times  as  great  as  I 
believed  it  to  be,  and  this  at  a  time  when  work  was  booked  for  many 
months  ahead  of  each  machine.  It  was  a  distinct  shock  not  only  to 
find  the  extent  of  this  idleness  but  to  note  the  causes  shown  on  the 
chart,  most  of  which  could  be  easily  eliminated  when  known.  These 
charts  provided  an  excellent  basis  for  greater  productivity  of  the 
equipment.  An  account  of  a  few  of  these  causes,  with  the  means  of 
correction  and  consequent  elimination  of  the  idleness,  will  perhaps 
be  of  interest. 

Every  week  some  new  phase  of  idleness  was  disclosed  by  the 
charts  and  quickly  brought  under  control,  whereas  until  charted  it 
had  existed  for  many  years  unnoticed.  I  recall  an  instance  when  the 
charts  showed  an  excessive  amount  of  idleness  due  to  repairs.  An 
investigation  showed  that  these  repairs  were  on  pumps  on  milling 
machines,  and  when  this  fact  was  brought  in  its  magnitude  to  the 
attention  of  the  superintendent  it  was  quickly  corrected  by  a  simple 
mechanical  means  which  practically  eliminated  the  idleness  through 
removing  the  cause.  One  hundred  dollars  per  week  would  be  a 
modest  estimate  as  the  saving  in  this  one  case.  I  have  seen  idleness 
costing  hundreds  of  dollars  per  week  almost  entirely  eliminated  by 
a  foreman  who  confessed  it  was  "easier  to  keep  the  equipment 
going  than  keep  explaining  why  it  was  idle."  The  department  of 
which  he  was  the  head  had  for  years  been  the  "neck  of  the  bottle," 
in  which  jams  occurred,  and  which  frequently  had  to  go  on  over- 
time or  night  shifts  to  catch  up. 

Idleness  of  machinery  of  another  class  to  the  extent  of  many 
hours  per  week  was  caused  by  an  old  rule  that  the  machines  must  be 
oiled  each  day  before  the  afternoon  shift  was  started.  This  work 
took  a  man  about  an  hour,  during  which  time  the  machines  stood 
idle.  The  average  of  half  an  hour  for  each  of  these  machines  per 
day  for  this  purpose  was  tolerated  for  years,  and  yet  the  remedy 


HOW  A  MANAGER  USES  GANTT  CHARTS       147 

was  simply  to  shift  the  lunch  period  of  two  men  half  an  hour  ahead 
and  have  this  oiling  done  during  the  regular  lunch  shutdown.  Of 
course,  the  original  arrangement  should  never  have  been  made  or 
allowed  to  exist ;  but  it  did  exist,  as  did  many  other  things  disclosed 
by  these  charts. 

Among  other  things  I  have  seen  an  unusual  amount  of  idleness 
disclosed  because  of  "no  help"  when  discussion  with  the  employ- 
ment manager  developed  the  fact  that  he  relied  upon  men  passing 
the  plant  and  seeing  the  "Help  Wanted"  sign,  whereas  when  $3 
was  spent  in  local  newspaper  advertising  it  brought  many  times  the 
number  of  applicants  that  could  be  hired.  This  experience  also 
emphasized  the  necessity  for  an  employment  manager  versed  in 
shop  conditions  and  operations,  and  showed  the  necessity  for  some 
supervision  of  the  employed  men,  especially  the  new  ones.  In  a  cer- 
tain case  an  advertisement  was  inserted  for  a  "broacher"  and  no 
responses  developed.  While  it  was  true  that  what  was  wanted  was 
a  man  for  a  broaching  machine,  the  work  really  called  only  for  a 
careful  man  who  could  be  instructed  properly  and  sufficiently  in 
30  minutes.  In  another  case  an  advertisement  called  for  "trim- 
mers," when  men  were  wanted  for  presses  for  trimming  flash  from 
forgings.  The  applicants  were  wood-trimmers,  clothing-makers  of 
a  branch  called  "trimmers,"  trimmers  of  men's  hats,  and  milliners. 

Beyond  the  "unearned  burden,"  the  expense  of  idle  equipment 
is  still  more  costly  and  often  the  pay  of  the  operator  goes  on  just 
the  same.  If  the  delay  is  caused  by  a  repair  which  can  be  made  in 
an  hour,  the  operator  stands  around  doing  nothing.  Loss  of  pos- 
sible profits  in  the  work  not  performed  is  another  factor  making 
for  expense  of  idleness. 

Many  machines  in  shops  have  a  burden  rate  of  several  times  the 
wage  rate  for  operating  them.  It  seems  wise,  then,  if  we  consider 
it  necessary  to  put  a  man  on  a  time-clock  schedule  in  order  to  see 
that  he  gets  in  on  time  and  does  not  leave  until  quitting  time,  that 
we  provide  a  similar  means  for  knowing  whether  our  machines  are 
actually  operating  during  the  hours  the  power  and  supervision  ex- 
pense is  being  borne  for  their  operation.  From  my  own  experience 
I  know  that  the  installation  of  idle  machine  charts  provides  a 
means  of  substantially  increasing  output. 

With  the  installation  of  Man  Record  Charts  I  have  found  that 


148  APPENDIX 

some  men  who  for  years  had  reputations  as  stars  really  proved  such, 
but  others  with  similar  reputations  consistently  failed  to  approach 
the  standards  set.  On  the  other  hand,  men  who  for  years  were 
unnoticed  and  had  passed  as  ordinary  workmen  proved  exceptional 
in  consistently  high  production  performance.  In  too  many  manufac- 
turing departments,  as  in  other  branches  of  business,  the  "good 
fellows"  get  the  high  rates,  and  this  morale-disturbing  practice  goes 
on  until  some  means  is  provided  for  measuring  ability.  Men  who 
know  themselves  to  be  producing  more  each  day  than  a  fellow- 
worker  who  is  getting  a  higher  rate  soon  become  disgruntled,  and 
develop  a  grouch  against  the  foreman  for  playing  favorites  and 
against  the  company  for  retaining  the  foreman.  On  the  other 
hand,  the  fellow  getting  the  high  rate  has  little  respect  either  for 
the  foreman  or  the  company  because  he  knows  he  is  "putting  some- 
thing over."  No  one  gains,  everyone  loses,  because  there  exists  no 
means  of  knowing  exactly  how  the  various  men  measure  up. 

Piece  work  is  somewhat  different,  but  here  also  one  finds  much 
complaint  because  of  certain  favorites  getting  the  best  jobs.  Load 
charts  laid  out,  with  each  job  to  be  done  in  its  proper  turn,  elimi- 
nate the  practice  of  favoritism;  unless,  indeed,  the  charts  are  dis- 
regarded by  the  foreman,  in  which  case  evasion  of  the  proper 
sequence  of  jobs  is  quickly  noticeable. 

Charts  of  this  general  character  lighten  materially  the  load  on 
an  executive,  in  that  after  the  work  is  charted  only  such  items  as 
fail  to  come  through  on  time  or  fail  to  measure  up  to  standard 
require  attention.  Without  charts  an  executive  must  necessarily  be 
moving  about,  incessantly  watching  everything  in  order  to  catch 
the  few  items  requiring  attention,  the  result  being  a  general  and 
constant  supervision  rather  than  an  application  of  corrective  work 
just  where  it  is  needed. 

Charts  remove  much  friction  between  the  sales  force  and  the 
shop,  as  by  means  of  charts  responsibility  is  quickly  and  justly 
placed  and  broken  promises  are  quickly  brought  to  light.  The  men 
are  greatly  influenced  by  the  mere  existence  of  these  charts.  The  old 
methods  of  awaiting  the  arrival  of  costs  to  show  a  loss  on  account 
of  poor  production,  the  investigation  of  which  seldom  does  any 
substantial  good  because  of  the  long-elapsed  period  between  its 
execution  and  the  discovery   of   failure,   should   in  these   days   be 


HOW  A  MANAGER  USES  GANTT  CHARTS       149 

entirely  done  away  with,  and  that  shop  is  indeed  unfortunate  which 
continues  to  operate  in  the  old  way. 

I  have  frequently  seen  charts  bring  up  an  average  accomplish- 
ment to  a  standard  previously  thought  impossible  and  within  a 
comparatively  short  time  justify  an  intelligent  raising  of  the 
standard  without  creating  any  friction.  Charts  viewed  daily  admit 
of  an  examination  of  the  entire  operation ;  absence  of  charts  permits 
an  observation  of  just  that  proportion  of  the  operation  which  an 
executive  can  keep  actual  watch  over.  Without  charts  an  executive 
is  utterly  helpless  and  at  the  mercy  of  those  on  whom  he  depends 
for  his  departmental  work.  On  the  other  hand,  a  daily  supervision 
of  the  charts,  with  proper  action  taken  on  the  necessities  for  action 
thus  disclosed,  will  automatically  insure  a  proper  operating  state- 
ment. If  charts  are  used  the  arrival  of  the  operating  statement 
need  not  be  anticipated  with  alarm. 


VALUE  OF   MATHEMAT- 
ICAL THINKING 

The  Exact  Measuremen-i- 
of  Facts 


PRODUCTION 
The  Result  of  Universal  and  Cooperative  Labor 


MOMENTUM  TIME  RATE 

The  Sum-Total  of  Pasf 
Achi'evements  Forming  the 
Heritage  of  Civil igat ion 


PROORESS  TIME  RATE 

The  Cooperative  Use  of  Past 

and  Present  Achievements 

in  Industry 


HUMAN  WORK 

Time- robe  the  basic  Characferistic 


PAST 

Shown  on  Machine 
Record  Charts 


PRESENT 

Shown  on  Man  Record 

Charts 


FUTURE 
Shown  on  Progress 
and  Layout  Charts 


MEASUREMENT    OF    HUMAN   WORK 
Onlu  Correctly  Expressed  in  Units  of  Time 


Figure   43.     Graphic   Brief   of   Development  of   Subject 
Matter  in   "The   Measurement   of   Human  Work^' 


150 


APPENDIX  B 

THE  MEASUREMENT  OF  HUMAN  WORK 

By  Walter  N.  Polakov 

The  fundamental  distinction  between  arts  and  sciences  is  that 
the  latter  are  evolved  from  sharp,  complete,  and  precise  definitions 
of  phenomena  and  their  relations,  while  arts  are  based  chiefly  on 
"senses"  not  capable  of  precise  definition.  Science  therefore  per- 
mits exact  measurement  of  what  we  call  "facts,"  whereas  in  the 
arts  the  correctness  of  a  didactic  conclusion  depends  on  the  quality 
of  thinking  employed,  and  it  may  be  accepted  as  correct  only  when 
it  is  arrived  at  by  a  strictly  mathematical  method  of  reasoning. 

In  the  field  of  engineering  this  distinction  is  rather  astonishing. 
Engineering  has  been  defined  as  the  science  and  art  of  directing  the 
sources  of  power  in  nature  for  the  use  and  well-being  of  mankind. 
Those  branches  which  have  been  studied  with  the  aid  of  mathematics 
have  become  branches  of  applied  science;  for  instance,  mechanical 
and  electrical  engineering,  chemistry,  etc.  However,  in  that  branch 
of  engineering  which  deals  with  human  forces,  known  as  "manage- 
ment engineering,"  there  has  been  until  recently  an  almost  complete 
absence  of  mathematical  thinking,  with  the  result  that,  instead  of 
accurate  measurement,  we  find  vagueness,  inadequacy,  and  looseness 
of  reasoning. 

The  recent  movement  known  as  "scientific  management"  claims 
at  least  one  characteristic  of  the  scientific  method — that  of  measure- 
ment with  an  accuracy  and  completeness  unknown  in  industry  even 
a  score  of  years  ago.  Let  us  inquire  into  the  methods  and  more  par- 
ticularly the  units  of  measurement  employed. 

In  the  foreword  to  F.  W.  Taylor's  "Shop  Management,"  Henry 
R.  Towne  states: 

The  monogram  of  our  national  initials,  which  is  the  symbol  for 
our  monetary  unit,  the  dollar,  is  almost  as  frequently  conjoined 
to   the   figures   of    an   engineer's    calculations    as    are    the    symbols 

151 


152  APPENDIX 

indicating  feet,  minutes,  pounds  or  gallons.  The  final  issue  .  .  . 
resolves  itself  into  a  question  of  dollars  and  cents  .  .  .  The 
dollar  is  the  final  term  in  almost  every  equation  which  arises  in  the 
practice  of  engineering     .     .     . 

and  finally  he  remarks: 

I  avail  of  these  quotations  to  emphasize  the  fact  that 
industrial  engineering,  of  which  shop  management  is  an  integral 
and  vital  part,  implies  not  merely  the  making  of  a  given  product, 
but  the  making  of  laat  product  at  the  lowest  cost  consistent 
with  the  maintenance  of  the  intended  standard  of  quality. 

Stated  in  the  words  of  another  engineer,  H.  L.  Gantt : 

The  aim  of  our  efficiency  has  not  been  to  produce  goods,  but 
to  harvest  dollars.  .  .  .  The  production  of  goods  was  always 
secondary  to  the  securing  of  dollars. 

The  dollar  has  been  used  improperly  as  the  unit  for  measuring 
production.  It  cannot  measure  human  work  for  two  reasons :  First, 
because  its  magnitude  is  variable.  It  diminishes  in  value  as  the 
productivity  per  hour  of  human  work  increases.  The  cost  of  living, 
as  expressed  in  terms  of  money,  has  increased  throughout  the 
history  of  economic  development.  Second,  the  dollar  does  not  imply 
time.  A  man  working  for  a  dollar  per  hour  may  produce  more  or 
less  during  that  hour,  and  a  man  working  for  a  dollar  per  piece 
may  produce  a  piece  in  more  or  less  time  than  an  hour. 

Whether  the  unit  is  suitable  for  measurement,  clearly  depends 
upon  whether  or  not  it  is  of  the  same  dimensionality  as  the  quantity 
to  be  measured.  This  is  the  core  of  our  inquiry.  If  we  are  examin- 
ing lines  we  measure  them  in  lineal  units  (inches,  feet,  yards,  miles, 
etc.);  if  we  are  concerned  with  surfaces,  we  use  square  units 
(square  inches,  square  yards,  acres,  etc.).  What  are  we  dealing 
with  in  production  or,  stated  more  accurately,  what  is  the  common 
attribute  or  characteristic  of  production  which  is  necessary  and 
sufficient  to  distinguish  it  from  any  other  activity,  and  how  can 
it  be  measured?  In  other  words,  what  is  the  dimensionality  of 
production?  Upon  the  correct  answer  to  this  question  depends 
the  selection  of  the  proper  unit  for  measuring  production. 

Production  may  be  defined  as  human  work  organised  on  the 
co-operation  of  living  and  dead  men  for  the  conscious  purpose  of 


THE  MEASUREMENT  OF  HUMAN  WORK       153 

changing  the  form  of  matter  or  the  direction  or  character  of  force. 
The  outstanding  factor  in  production  is  human  work.  That  dis- 
tinguishes production  from  any  other  activity.  It  is  human,  and 
therefore,  a  logarithmic  function  of  time  which  defines  the  human 
dimension.  It  is  also  work.  A  definition  of  work  is  given  by 
R.  H.  Smith,  Professor  Emeritus  of  Birmingham  University: 

Force  itself  is  a  time  rate,  namely,  that  of  transference  of 
momentum;  and  thus  work  done,  which  is  of  the  same  dimension 
as  energy,  is 

Momentum 

• X  Distance 

Time 

To  take  a  concrete  example:  The  momentum  of  a  locomotive 
divided  by  time  gives  its  rate  per  hour,  but  it  must  cover  distance 
before  it  becomes  work. 

What  is  meant  by  the  phrase  in  our  definition  of  production 
"co-operation  of  living  and  dead  men?"  Living  men  apply  their 
knowledge  and  energy  to  work,  but  by  far  the  greater  part  of  their 
knowledge  has  not  originated  with  them.  It  has  been  handed  down 
from  men  who  lived  long  ago.  The  machines  or  tools  which  living 
men  use  have  been  invented,  designed,  and  even  built  largely  by 
men  who  are  no  longer  living.  The  construction  of  a  locomotive, 
for  instance,  involves  the  work  of  geometricians  back  to  Euclid,  of 
the  philosophers  who  created  calculus,  of  chemists,  metallurgists, 
and  so  forth.  In  fact,  a  great  deal  more  has  been  done  toward 
building  a  locomotive  before  the  living  man  begins  work  on  the 
first  piece  of  steel  that  goes  into  it  than  is  done  during  its  actual 
construction. 

This  co-operation  of  living  and  dead  men  creates  all  our  ma- 
terial, intellectual,  and  spiritual  wealth.  Before  we  begin  any  work 
we  have  at  our  disposal  sciences,  knowledge,  machinery,  materials, 
ideals,  methods — all  created  and  handed  down  by  those  who  worked 
before  us.  It  is  our  part  to  bring  to  the  work  our  energy  and 
the  ability  to  co-ordinate  and  apply  what  we  have  received  from 
preceding  generations  and  thus  by  means  of  our  time-binding  energy 
to  create  further  material,  intellectual,  and  spiritual  wealth. 

It  is  apparent,  then,  that  the  human  work  done  is  a  product 
of  two  time  rates:  one  the  momentum  of  civilization,  transferred 


154  APPENDIX 

from  generation  to  generation,  where  the  time  element  appears  as 
an  exponent;  another  the  velocity  or  motion  time  rate  of  contempo- 
rary human  beings  performing  the  work.  Inasmuch  as  during  the 
life  of  an  individual,  even  from  day  to  day,  a  progress  of  accumula- 
tion of  experience,  knowledge,  skill,  etc.,  is  being  made,  the  rate  of 
progress  is  also  an  exponential  function  of  time. 

Coming  back  to  our  definition  of  production  as  human  work  or- 
ganized on  the  co-operation  of  living  and  dead  men  for  the  conscious 
purpose  of  changing  the  form  of  matter  or  the  direction  or  character 
of  force,  this  sharply  distinguishes  production  from  animal  effort, 
physical  occurrence,  individual  discovery,  disorganized  conflicting 
effort,  or  activity  independent  of  results  accomplished  by  past 
generations  of  men.  In  the  light  of  this  definition  and  its  signifi- 
cant limitations  let  us  again  ask  the  question:  What  is  the  dimen- 
sionality of  production.^  The  answer  is  now  obvious:  It  is — time. 
Time  is  the  attribute  or  characteristic  which  is  present  in  all  pro- 
duction in  industry  and  is  susceptible  to  uniform  measurement.  The 
inappropriateness  of  the  dollar  as  a  unit  of  measure  is  again  con- 
firmed. The  blunder  of  confusing  dimensions  and  expressing  time 
in  such  units  as  weight,  length,  volume,  etc.,  is  likewise  evident. 
None  of  these  are  of  the  same  dimension  as  the  quantity  measured 
and  therefore  they  cannot  express  the  effect  of  the  utilization  of 
knowledge,  experience,  and  co-operative  effort  for  the  well-being 
of  man. 

In  nature  it  does  not  matter  how  long  it  takes  to  convert  a  mass 
of  ferns  into  anthracite,  or  how  much  time  elapses  while  the  mighty 
river  digs  its  bed;  but  for  man,  conscious  of  time  and  limited  to  the 
length  of  time  he  can  live,  it  makes  a  cardinal  difference  how  long 
it  takes  to  accomplish  a  piece  of  work.  Again  quoting  Professor 
Smith : 

The  life  of  man  and  of  generations  of  men  is  short,  and  ever 
since  we  emerged  from  the  luxuries  of  the  Euphrates  Valley  and 
more  especially  since  we  created  the  United  States  of  America, 
the  time  element  has  been  the  chief  domineering  factor  in  indus- 
trial and  commercial  life. 

Time  being  the  specific  dimension  of  man  and  of  production, 
the  units  of  time  are  thus  the  only  units  by  which  production  can  be 
measured.     Any  theory  in  regard  to  mankind  in  which  time  is  con- 


THE  MEASUREMENT  OF  HUMAN  WORK       155 

sidered  of  no  consequence  is  utterly  useless  in  our  practical  life  or 
industrial  world.  In  considering  transportation  we  deal  in  miles 
per  hour;  in  power  production  we  reckon  with  pounds  of  steam  per 
hour  or  kilowatts  per  hour;  in  production  we  deal  with  output  per 
hour. 

The  practical  task  of  controlling  production  must  of  necessity 
begin  with  measurement  and,  to  be  correct,  measurements  must  be 
made  in  the  proper  dimension.  It  would  be  a  grave  blunder  to  apply 
a  unit  of  one  dimension  to  an  entirely  different  dimension  or  to  use 
a  measurement  which  contains  a  variable  element.  We  cannot  use 
for  measuring  human  work  the  units  of  mechanical  power  such 
as  foot-pounds  or  horse-power  which  embrace  only  the  muscular 
work  of  men,  even  though  these  expressions  contain  the  time  rate, 
for  it  would  be  a  confusion  of  part  with  the  whole.  The  time  rate 
of  man's  work  is  the  only  measure  of  production  which  is  of  the 
same  dimensionality  as  the  energy  causing  it  and  it  is  as  constant 
as  the  solar  system  itself. 

The  Gantt  graphic  method  of  controlling  production,  that  is, 
the  management  of  human  work,  is  the  only  method  ever  presented 
which  is  based  on  a  correct  unit  of  measurement.  The  productive 
time  rate  is  a  prerequisite  in  the  use  of  the  Gantt  methods.  In  the 
instructions  for  the  use  of  Gantt  charts  in  the  Ordnance  Depart- 
ment, United  States  Army,  the  first  caption  reads : 

Time;  the  One  Constant  Is  Time 

The  amount  to  be  done  in  the  time  unit  is  always  represented 
by  the  same  length  of  line.  Any  chart  may,  therefore,  have  many 
scales  on  it. 

Since  time  may  be  spent  for  different  purposes  and  the  amounts 
of  work  that  can  be  done  in  a  unit  of  time  may  differ  of  neces- 
sity, the  scales  may  be  as  varied  as  are  the  human  activities  them- 
selves, but  we  cannot  conceive  human  activity  without  or  beyond 
time. 

Time  in  its  relation  to  our  existence  is  divided  into  present,  past, 
and  future.  Consciously  or  unconsciously,  Gantt  developed  his 
mechanism  of  production  control  so  as  to  enable  us  to  visualize  the 
use  made  of  time  in  its  present,  past,  and  future  aspects.  Hence 
we    have    three    fundamental    managerial    problems    visualized    in 


156  APPENDIX 

three  forms  of  charts :  applied  to  the  present  or  to  current  work — 
Man  Record  Charts;  referred  to  work  done  in  the  past — Machine 
Record  Charts;  and  finally,  projected  to  future  work — Progress 
Charts  with  their  schedules  laid  out  on  the  time  scale  of  future 
requirements. 

During  the  time  devoted  to  productive  work  there  is  a  variable 
amount  of  work  done,  and  this  is  what  is  shown  on  the  Man  Record 
Chart,  but  this  work  is  performed  and  directed  by  men.  "To  feel 
the  lure  of  perfection,"  says  Professor  C.  J.  Keyser,  "in  one  or 
more  types  of  excellence,  however  lowly,  is  to  be  Ijuman;  not  to 
feel  it  is  to  be  sub-human."  And  a  chart  of  this  kind  involves  that 
ideal  of  service.  It  shows  what  is  expected  to  be  accomplished 
within  the  work  time  for  any  occupation,  however  lowly. 

In  such  a  chart  this  ever-striving  impulse  of  self-expression  in 
service  which  throbs  in  every  human  being  is  given  adequate  expres- 
sion and  stimulus.  It  is  accomplished  by  predetermining  the  ideal, 
however  modest,  which  is  accepted  by  a  man  as  within  his  power 
of  attainment.  Then,  and  only  then,  can  the  lines  of  attainment 
be  drawn  from  day  to  day  to  denote  the  falling  short  of  the  aim  or 
equaling  and  even  surpassing  it,  as  the  obstacles  of  inertia,  ignor- 
ance, or  lack  of  co-ordination  are  overcome  by  the  strongest  of  all 
human  propensities — the  desire  to  excel  oneself.  This  type  of 
chart  can  truthfully  be  called  a  tool  for  humanizing  industry,  for 
it  not  only  reveals  to  a  man  his  own  dignity  and  capacity  as  a 
creator,  but  subtly,  though  persistently,  calls  for  co-operation  be- 
tween the  workers  with  brain  and  brawn.  It  tells  what  each  of  us 
and  all  of  us  are  doing  at  present. 

The  Machine  Record  Chart  reveals  to  one  who  reads  between 
the  lines  much  more  than  merely  the  time  a  certain  machine  was 
idle.  Its  scale  is  also  time,  but  the  time  during  which  a  machine 
remains  unproductive  has  a  graver  significance  than  a  reminder 
that  "time  is  money."  It  means  that  someone,  who  should  have 
operated  it  or  supervised  its  operation,  did  no  work  and  the  time 
of  inventing,  developing,  and  building  this  machine,  which  is 
greater  in  its  productive  significance  than  the  time  of  the  operator, 
is  irretrievably  lost. 

Likewise,  the  Material  Utilization  Chart  (like  that  of  fuel  utili- 
zation developed  by  the  author)   indicating  the  waste  of  material 


THE  MEASUREMENT  OF  HUMAN  WORK       157 

or  energy,  has  a  deeper  meaning.  ^  It  shows  the  extent  to  which  the 
work  of  other  men  in  recovering,  preparing,  and  delivering  this 
material  or  energy  has  been  destroyed.  It  means  that  the  work  of 
hosts  of  other  men  has  been  rendered  useless  and  their  productive 
time  forever  lost.  This  type  of  chart  gives  us  the  measure  of  our 
utilization  of  work  that  has  been  done  before.  It  proves  whether 
we  are  worthy  of  our  inheritance  from  the  past. 

Lastly,  the  Progress  Chart  integrates  all  elements  of  work. 
It  sums  up  the  progress  made,  its  acceleration,  its  retardation,  its 
time  rate.  Like  other  charts,  it  brings  together  the  ideal  and  the 
fact.  Its  ideal  projects  into  the  future  and  sets  before  us  the  task 
which  we  are  called  on  to  perform,  no  matter  how  small  or  how 
great  it  may  be — whether  filling  an  order  in  a  shop,  feeding  a 
nation,  or  advancing  the  life  and  happiness  of  mankind.  It  calls 
for  a  plan  and  vision  of  the  future.  It  is  based  on  knowledge  of 
the  past  and  it  reveals  our  position  at  present. 

This  time  concept  in  the  control  of  industry,  direction  of  pro- 
duction, and  measurement  of  human  work  thus  stands  revealed  as  the 
wished-for  solution,  free  from  error  of  confused  types  and  dimen- 
sions. It  refers  all  facts  to  the  irreducible  and  final  element  of 
human  life — time.  ♦Because  it  is  true  to  the  human  dimension,  it 
is  both  human  and  humane;  hence  it  obliterates  conflicts  between 
men  and  management,  promotes  the  fullest  exercise  of  man's  creative 
forces,  and  places  work  in  its  proper  relation  to  life. 

^  See  Walter  N.  Polakov,  "  Mastering  Power  Production,"  Engineering  Magazine 
Co.,  192 1. 


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